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HomeMy Public PortalAboutBudget - District- FY20Budget and Action Plan FY2019-20 ————————————————————————————————————————————————————————— ADOPTED JUNE 26, 2019 Midpeninsula Regional Open Space District Rancho San Antonio Open Space Preserve by Michelle Yau FRONT COVER PHOTO CREDITS Top: Sierra Azul Open Space Preserve by Carol Daniels Lower Left: Ravenswood Open Space Preserve by John Green Lower Middle: Rancho San Antonio Open Space Preserve by Donna Eck Lower Right: Bear Creek Redwoods Open Space Preserve by Alisha Laborico 1Section I • Budget and Action Plan FY2019-20 Se c t i o n I In t r o d u c t i o n Table of Contents 1 SECTION I: INTRODUCTION 2 General Manager’s Transmittal 3 Board of Directors & Management 6 Strategic Plan Goals and Objectives 7 Regional Map 8 Board Resolution 10 Organizational Chart 11 About Us 12 Demographics 15 SECTION II: BUDGET SUMMARY AND OVERVIEW 16 Budget Summary and Overview 18 Revenues 20 Expenditures 24 Staffing 27 Hawthorns Fund 28 Measure AA Projects 30 Vision Plan 32 Debt Service 37 Fund Balance 38 Delivering on the Mission 39 Grants Program 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 71 Natural Resource Protection and Restoration 94 Public Access, Education and Outreach 123 Infrastructure (Vehicles, Equipment, Facilities) and Other 143 SECTION IV: DEPARTMENT SUMMARIES 145 Department Overview 146 Administrative Services 150 Engineering and Construction 154 Office of the General Counsel 156 Office of the General Manager 158 Land and Facilities Services 162 Natural Resources 166 Planning 170 Public Affairs 172 Real Property 176 Visitor Services 180 VISION PLAN ACTIONS OVERVIEW 182 GLOSSARY General Manager’s Transmittal Dear Board of Directors and Midpen Constituents, I am pleased to present Midpeninsula Regional Open Space District’s fiscal year 2019-20 Budget and Action Plan, which reflects a balanced delivery of our mission for the long term. In its 2012 strategic plan, the Board formalized its desire to elevate natural resource stewardship and public access to the same level as land conservation. With robust participation in an 18-month, science-based vision planning process, the community created a 40-year plan for open space with 54 priority action portfolios, strongly focused on expanding the greenbelt and increasing public access and environmental restoration throughout the District. In 2014, voters funded the top 25 priority portfolios by passing Measure AA. This year, we’re celebrating the first five years of progress on these priorities. We’ve protected an additional 1,515 acres of open space and completed dozens of habitat restoration and public access projects. These projects include opening Mount Umunhum, Lower La Honda Creek and the western area of Bear Creek Redwoods to the public, and extending the Mindego Hill Trail at Russian Ridge. Midpen also reintroduced conservation grazing on 315 acres, supporting sustainable agriculture. This year’s Vision Plan projects include: completing a critical 0.6-mile gap to establish 80 continuous miles of the San Francisco Bay Trail, preserving important coastal, agricultural and watershed lands, preparing design plans for new loop trails in Lower La Honda Creek, initiating site cleanup and rehabilitation of the Bear Creek Redwoods cultural landscape, and completing construction plans to repair the Alpine Road Trail at Coal Creek and the historic White Barn at Deer Hollow Farm in Rancho San Antonio. Areas of special interest this fiscal year include enhancing wildfire resiliency, supporting sustainable agriculture and broadening our community outreach. We will continue work on reducing the agency’s greenhouse gas emissions by 2020, and enhancing climate change resiliency by implementing new forest management strategies, protecting wildlife corridors, reducing wildland fire fuels, and expanding open space to sustain important refugia at different elevations. Midpen continues to build organizational capacity to efficiently and effectively deliver on these public commitments. Internally over the past few years, we have restructured, developed a new project delivery process, implemented a project tracking system, and expanded our engineering and construction expertise. We are updating our business systems and databases, bringing new staff facilities online, and expanding our capacity for interpretive programming, natural resource stewardship, field data collection, grants and contract management. The fiscal year 2019-20 Budget and Action Plan includes capital expenditures supporting the delivery of our mission that account for 27% of the budget, and the remaining includes salaries and benefits (34%), services and supplies (15%) and annual debt service obligations (24%). Total revenues and other funding sources are projected at $75.5 million which include annual revenues at $64.4 million, bond reimbursements at $8.9 million and other funding sources at $2.2 million, balancing a budget of $74.8 million in expenses. Property tax revenue growth from a robust economy and increasing assessed values continue to strengthen the agency’s financial base. As Midpen opens new areas, engages new partners, and grows our interpretive and educational programs, public awareness, participation and appreciation of our mission are magnified. We’re poised to take on this new wave of work and to expand our diverse coalitions to further leverage our resources and accomplish even more into the future. Respectfully submitted, Ana María Ruiz General Manager Se c t i o n I In t r o d u c t i o n 2 Section I • Budget and Action Plan FY2019-20 3Section I • Budget and Action Plan FY2019-20 Se c t i o n I In t r o d u c t i o n Board of Directors & 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. District Wards Left to right: Zoe Kersteen-Tucker, Curt Riffle, Yoriko Kishimoto, Jed Cyr, Karen Holman, Larry Hassett, Pete Siemens. ——————————————————————————––––––––––––————————————————————————————————Pete Siemens–Board President 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 Ward 4: Los Altos, Mountain View ——————————————————————————––––––––––––————————————————————————————————Karen Holman–Board Vice President Ward 5: East Palo Alto, Menlo Park, Palo Alto, Stanford——————————————————————————––––––––––––———————————————————————————————— Larry Hassett Ward 6: Atherton, La Honda, Loma Mar, Menlo Park, Pescadero, Portola Valley, Redwood City, San Gregorio, Woodside——————————————————————————––––––––––––———————————————————————————————— Zoe Kersteen-Tucker–Board Secretary Ward 7: El Granada, Half Moon Bay, Montara, Moss Beach, Princeton, Redwood City, San Carlos, Woodside——————————————————————————––––––––––––———————————————————————————————— Se c t i o n I In t r o d u c t i o n 4 Section I • Budget and Action Plan FY2019-20 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 Bear Creek Redwoods Open Space Preserve by Alisha Laborico 5Section I • Budget and Action Plan FY2019-20 Se c t i o n I In t r o d u c t i o n Se c t i o n I In t r o d u c t i o n 6 Section I • Budget and Action Plan FY2019-20 FY2019-20 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 FY2019-20 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 environmental protection on the Peninsula, South Bay and San Mateo Coast ——————————————————————————––––––––––––—————————————————————————————— Objective 3 – Build and strengthen relationships with legislators to advocate environmental protection goals ——————————————————————————––––––––––––—————————————————————————————— Objective 4 – Take a regional leadership role in promoting the benefits of open space and sustainable agriculture ——————————————————————————––––––––––––—————————————————————————————— Objective 5 – Expand regional climate change resiliency and adaptation to preserve healthy natural systems ——————————————————————————––––––––––––—————————————————————————————— Objective 6 – Work with fire agencies and surrounding communities to strengthen the prevention of, preparation for and response to wildland fires ——————————————————————————––––––––––––—————————————————————————————— GOAL 2 Connect people to open space and a regional environmental protection vision ——————————————————————————––––––––––––—————————————————————————————— Objective 1 – Communicate the purpose of the regional environmental protection vision ——————————————————————————––––––––––––—————————————————————————————— Objective 2 – 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 an environmental protection vision ——————————————————————————––––––––––––—————————————————————————————— GOAL 3 Strengthen organizational capacity to fulfill the mission ——————————————————————————––––––––––––—————————————————————————————— Objective 1 – Provide the necessary resources, tools, and infrastructure, including technology upgrades and capacity building ——————————————————————————––––––––––––—————————————————————————————— Objective 2 – Continuously improve recent process and business model changes to effectively and efficiently deliver Vision Plan projects and the District’s ongoing functions ——————————————————————————––––––––––––—————————————————————————————— Objective 3 – Reflect the changing community we serve in the District’s visitors, staff, volunteers, and partners ——————————————————————————––––––––––––—————————————————————————————— Objective 4 – Build state of readiness for potential disruptions by completing a risk assessment and creating a business continuity plan ——————————————————————————––––––––––––—————————————————————————————— GOAL 4 Position the District for long-term financial sustainability to fulfill the District’s mission on behalf of the public——————————————————————————––––––––––––—————————————————————————————— Objective 1 – Continue to engage constituents for bond sales and via the work of the Bond Oversight Committee –“Promises made, promises kept.” ——————————————————————————––––––––––––—————————————————————————————— Objective 2 – Pursue discretionary funding opportunities and partnerships to augment operating, capital, and bond funding sources ——————————————————————————––––––––––––—————————————————————————————— Objective 3 – Ensure discretionary funding opportunities are available and successful through advocacy and education ——————————————————————————––––––––––––—————————————————————————————— Objective 4 – Ensure large capital expenses are evaluated within the long-term financial model and remain financially sustainable ——————————————————————————––––––––––––—————————————————————————————— Objective 5 – Ensure land acquisitions, including associated public access and land management costs, are evaluated within the long-term financial model and remain financially sustainable——————————————————————————––––––––––––—————————————————————————————— 7Section I • Budget and Action Plan FY2019-20 Se c t i o n I In t r o d u c t i o n Regional Map Se c t i o n I In t r o d u c t i o n 8 Section I • Budget and Action Plan FY2019-20 Resolution No. 19-15 9Section I • Budget and Action Plan FY2019-20 Se c t i o n I In t r o d u c t i o n Se c t i o n I In t r o d u c t i o n 10 Section I • Budget and Action Plan FY2019-20 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 Midpen At-A-Glance Founded in 1972 63,927 Acres (as of June 2019) 243 Miles of Trails 26 Preserves 183 Full-Time Employees Over 2 Million Visitors Per Year $74.8 Million Budget 760,000 Residents 11Section I • Budget and Action Plan FY2019-20 Se c t i o n I In t r o d u c t i o n About Us HISTORY The late 1960s was a time of rapid growth in the Bay Area. As tract housing and commercial development began to dominate the “Valley of Heart’s Delight,” concern for the preservation of the Midpeninsula’s irreplaceable foothill and bayland natural resources mounted among open space advocates. Through the determined and heart-felt efforts of local conservationists, the Midpeninsula Regional Open Space District (Midpen) was created when the Measure R Room to Breathe Initiative passed in 1972. Midpen was founded in 1972 as an independent special district to preserve the regional greenbelt in northwestern Santa Clara County. The voters expanded the District boundary in 1976 to include southern San Mateo County and again in 1992, to add a small portion of Santa Cruz County. In 2004, through the Coastside Protection Program, the District was extended to the Pacific Ocean in San Mateo County. GOVERNANCE Midpen is governed by a seven-member elected board of directors. Each board member is elected to serve a four-year term and represents a geographic ward of approximately equal populations. The Board holds its regular public meetings on the second and fourth Wednesdays of each month at 7 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. SERVICES Midpen’s purpose is to create a regional greenbelt of unspoiled public open space lands in order to permanently protect the area’s natural resources and to provide for public use and enjoyment. Midpen has preserved over 63,000 acres of public land and manages 26 open space preserves. The District boundary extends from San Carlos to Los Gatos and to the Pacific Ocean from south of Pacifica to the Santa Cruz County line. The boundary includes approximately 200 square miles of Santa Clara County, 350 square miles of San Mateo County and 2.6 square miles of Santa Cruz County. Midpen open space preserves are generally kept in a natural condition in order to best protect the environment and wildlife habitat, and are developed with only the amenities needed to provide low-intensity recreation. Ranging from 55 to over 19,000 acres, 24 preserves are open to the public free of charge, 365 days a year. Our estimated annual 2 million visitors will find over 243 miles of trails, ranging from easy to challenging terrain. In addition to open spaces and hiking trails, special amenities include a backpacking camp, nature center, historic farm and a winery. Midpen’s open space preserves offer a great variety of environments, wildlife habitats and plant life. Preserves include redwood, oak, and fir forests, chaparral-covered hillsides, riparian corridors, grasslands, and wetlands along the San Francisco Bay. These lands provide critical habitat for mountain lion, bobcat, coyote, deer, golden eagle, red-legged frog, California newt, Coho salmon and different varieties of wildflower. For more information about Midpen, visit our website at www.openspace.org. Se c t i o n I In t r o d u c t i o n 12 Section I • Budget and Action Plan FY2019-20 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 2009 1,857,621 $99,550 $55,781 36.2 259,800 8.7% 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% County of San Mateo Calendar Year Population1 Personal Income2 (in millions) Per Capita Personal Income2 Median Age3 School Enrollment4 County Unemployment Rate5 2009 713,617 $50,175 $70,311 38.9 89,971 8.9% 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% *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 fiscal year (FY) 2015-16, Midpen changed from a fiscal year end date of March 31st to June 30th. As a result, FY2015-16 is a fifteen (15) month period rather than a twelve (12) month period. Principal Employers Most Current Year and Nine Years Ago ———————————————————————————— County of Santa Clara 2018 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. FY2008-09 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 13Section I • Budget and Action Plan FY2019-20 Se c t i o n I In t r o d u c t i o n Bear Creek Redwoods Open Space Preserve by Alisha Laborico14Section I • Budget and Action Plan FY2019-20 Se c t i o n I In t r o d u c t i o n Section II Budget Summary and Overview Russian Ridge Open Space Preserve by Samantha Tan 15Section II • Budget and Action Plan FY2019-20 Se c t i o n I I Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 16 Section II • Budget and Action Plan FY2019-20 Budget Summary and Overview The Midpeninsula Regional Open Space District’s Proposed Fiscal Year (FY) 2019-20 Budget reflects Midpen’s priorities established by the Board of Directors in December 2018 as part of its annual Strategic Plan update. Based upon these priorities, staff prepared the FY2019-20 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). FY2019-20 FINANCIAL OVERVIEW Midpen’s budget is comprised of the operating and capital budgets, land acquisition, and debt service, which are funded by five distinct funds, four of which are major governmental funds: ——————————————————————————––––––––––––—————————————————————————————— Fund 10: General Fund Operating. This includes personnel costs, routine operational and maintenance expenses, debt service, and non-capital projects (Fund 10 is a major fund).——————————————————————————––––––––––––—————————————————————————————— Fund 20: Hawthorns. This endowment fund may only be used for expenses required to maintain the value of the property gifted to Midpen by the Woods family (Fund 20 is reported as part of Fund 10 General Fund in audited financial statements).——————————————————————————––––––––––––—————————————————————————————— Fund 30: Measure AA Capital. Only capital projects and land acquisitions included in the top 25 priority Project Portfolios in the Vision Plan are eligible for Measure AA funding (Fund 30 is a major fund).——————————————————————————––––––––––––—————————————————————————————— Fund 40: General Fund Capital. This includes vehicles and equipment, facilities, and non-Measure AA capital projects and land acquisitions. (Fund 40 is a major fund).——————————————————————————––––––––––––—————————————————————————————— Fund 50: Debt Service. 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 (49%), reflecting the organization’s focus on project delivery. Capital projects and land acquisition account for 27% of the budget and debt service totals almost 24%. 17Section II • Budget and Action Plan FY2019-20 Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w The following table breaks out the revenue and expenses by fund. Each fund has either a balanced budget for FY2019- 20 or a positive change in fund balance. Once adopted, appropriations are made for all funds at the fund level. FY2019-20 Budget by Fund FY2019-20 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 $52,055,000 $5,435,350 $57,490,350 Grants (Awarded)296,300 2,108,421 2,404,721 Interest Income 1,078,000 39,000 874,000 1,991,000 Rental Income 1,331,773 1,331,773 Rental Income (5050 El Camino Real) 729,105 729,105 Rancho San Antonio Agreement 379,157 379,157 Miscellaneous 100,000 100,000 Total Revenues 55,969,335 39,000 2,108,421 0 6,309,350 64,426,106 Other Funding Sources Bond Reimbursements 7,039,226 1,846,720 8,885,946 Hawthorns Fund 101,200 101,200 Bond/Debt Service Premium 1,632,923 1,632,923 Restricted Fund Transfer 300,000 300,000 Assigned Fund Balance Transfers 924,450 924,450 Committed for Infrastructure Transfer (729,105) (729,105) General Fund Transfers (18,172,800) 7,775,425 10,397,375 0 Total Other Funding Sources (18,901,905)101,200 7,339,226 10,546,595 12,030,298 11,115,414 Grand Total: Revenues & Other Funding Sources 37,067,430 140,200 9,447,647 10,546,595 18,339,648 75,541,520 Expenses Operating 37,475,545 92,200 37,567,745 Labor Reimbursement (471,697) (471,697) Capital 48,000 9,447,647 10,546,595 20,042,242 Debt Service (General Fund Debt) 10,397,375 10,397,375 Debt Service (Measure AA Debt) 7,272,188 7,272,188 Total Expenses $37,003,848 $140,200 9,447,647 $10,546,595 $17,669,563 $74,807,853 Change in Fund Balance $63,582 $0 $0 $0 $670,085 $733,667 Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 18 Section II • Budget and Action Plan FY2019-20 Revenues Midpen’s FY2019-20 revenue estimate totals $64.4 million with the vast majority, 89% or $57.5 million, coming from property tax receipts. This represents an increase of 6% from the prior year and reflects the continued robust real estate market in the San Francisco Bay Area. Other sources of revenue include grants; rental income from leased properties, which includes residences and land for agriculture or grazing; income from the County of Santa Clara for the operation and maintenance of Rancho San Antonio County Park; and interest income. The chart below provides a breakdown of projected FY2019-20 revenue by source. FY2019-20 Revenue by Source ● Property Tax (89%) ● Grants (4%) ● Interest (3%) ● Rental Income and Other (4%) Property Tax Grants Interest Rental Income and Other Total Amount $57,490,350 $2,404,721 $1,991,000 $2,540,035 $64,426,106 Percent 89%4%3%4%100% Total Revenue Trend (in millions) $ 65 ——————————————————————————————————————————————————————————————— 60 ——————————————————————————————————————————————————————————————— 55 ——————————————————————————————————————————————————————————————— 50 ——————————————————————————————————————————————————————————————— 45 ——————————————————————————————————————————————————————————————— 40 ——————————————————————————————————————————————————————————————— 35 ——————————————————————————————————————————————————————————————— 30 ——————————————————————————————————————————————————————————————— 25 ——————————————————————————————————————————————————————————————— 20 ——————————————————————————————————————————————————————————————— 15 ——————————————————————————————————————————————————————————————— 10 ——————————————————————————————————————————————————————————————— 5 ——————————————————————————————————————————————————————————————— 0 ——————————————————————————————————————————————————————————————— FY2014-15 FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 Actual Actual* Actual Actual Estimated Projected ■ Property Tax ■ Grants ■ Interest ■ Rental Income and Other *FY2015-16 reflects15 months of revenue due to changing the fiscal year start from April 1 to July 1. 19Section II • Budget and Action Plan FY2019-20 Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w Property taxes continue to grow as both residential and commercial property markets experience strong demand. To a large degree, this is the result of the ongoing strength and expansion of the Silicon Valley region’s economy and the need to expand commercial facilities to accommodate the increased workforce. The following graph depicts the historical and projected trend for general fund property tax revenues (excluding Measure AA ad valorem levy for debt service). Property Tax Trend (in millions) $ 55 ——————————————————————————————————————————————————————————————— 50 ——————————————————————————————————————————————————————————————— 45 ——————————————————————————————————————————————————————————————— 40 ——————————————————————————————————————————————————————————————— 35 ——————————————————————————————————————————————————————————————— 30 ——————————————————————————————————————————————————————————————— 25 ——————————————————————————————————————————————————————————————— 20 ——————————————————————————————————————————————————————————————— 15 ——————————————————————————————————————————————————————————————— 10 ——————————————————————————————————————————————————————————————— 5 ——————————————————————————————————————————————————————————————— 0 ——————————————————————————————————————————————————————————————— FY2009-10 FY2010-11 FY2011-12 FY2012-13 FY2013-14 FY2014-15 FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 Actual Actual Actual Actual Actual Actual Actual* Actual Projected Projected Projected *FY2015-16 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 high real estate prices where demand for housing exceeds supply. Correspondingly, property tax revenues are projected to have a healthy growth rate of 3.5% annually for the next three years. The primary factors used in the projection of revenues are historical growth in assessed valuation and new construction information, which are provided by the County Assessors’ offices in San Mateo and Santa Clara counties. 2016-2020 General Fund Tax Revenue Actual FY2016 Actual FY2017 Actual FY2018 Budget FY2019 Estimated FY2019 Budget FY2020 % Increase* Santa Clara County Current Secured $23,304,000 $25,277,000 $27,254,000 $29,155,000 $29,271,000 $31,173,000 6.5% Current Unsecured 1,787,000 1,747,000 1,860,000 2,086,600 1,934,000 1,983,000 2.5% Total Santa Clara County 25,091,000 27,024,000 29,114,000 31,241,600 31,205,000 33,156,000 6.3% San Mateo County Current Secured 11,126,000 12,039,000 13,008,000 13,938,600 14,049,000 15,102,000 7.5% Current Unsecured 523,000 515,000 544,000 551,800 647,000 667,000 3.1% Prior Taxes (7,000)(14,000)0 0 0 0 0.0% Total San Mateo County 11,642,000 12,540,000 13,552,000 14,490,400 14,696,000 15,769,000 7.3% Supplement + HOPTR 1,429,000 1,578,000 1,598,000 1,364,000 1,566,000 1,472,000 - 6.0% Redevelopment 1,302,000 1,148,000 1,477,000 1,217,000 1,625,000 1,658,000 2.0% Total Tax Revenue $39,464,000 $42,290,000 $45,741,000 $48,313,000 $49,092,000 $52,055,000 6.0% *Percentage increase compares Budget FY2020 to Estimated FY2019. Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 20 Section II • Budget and Action Plan FY2019-20 Expenditures Midpen’s FY2019-20 budget totals $71 million ($74.8 million inclusive of the one-time land acquisition), reflecting increased capital expenditures as the organization continues implementation of Measure AA funded projects, and the addition of a net of 3.5 positions to deliver projects and continue the organizational build-out outlined in the Financial and Operational Sustainability Model (FOSM). The net total budget increase is 11%, exclusive of the one- time land acquisition. The following table and chart provide a summary of the FY2019-20 budget by fund. Midpen Budget By Funding Source FY2017-18 Actuals FY2018-19 Amended Budget FY2019-20 Proposed Annual Budget $ Change From FY2018-19 Amended Budget % Change From FY2018-19 Amended Budget Fund 10–General Fund Operating $27,418,768 $33,485,935 $37,003,848 $3,517,913 11% Fund 20–Hawthorns 40,412 53,500 140,200 86,700 162% Fund 30–MAA Land/Capital 12,038,108 12,660,082 9,447,647 (3,212,435)- 25% Fund 40–General Fund Land/Capital 2,479,760 4,424,184 6,746,595 2,322,411 52% Fund 50–Debt Service 12,605,796 15,670,990 17,669,563 1,998,573 13% Subtotal Midpen Budget 54,582,844 66,294,691 71,007,853 4,713,162 7% Fund 40–General Fund Land/Capital One Time Expenses 3,072,054 31,550,100 3,800,000 (27,750,100) - 88% Total Midpen Budget $57,654,898 $97,844,791 $74,807,853 ($23,036,938)- 24% FY2019-20 Budget by Source ● Fund 10–General Fund Operating (49%) ● Fund 20–Hawthorns (1%) ● Fund 30–Measure AA Land/Capital (12%) ● Fund 40–General Fund Land/Capital (9%) ● Fund 40–General Fund Land/Capital One Time Expenses (5%) ● Fund 50–Debt Service (24%) The following chart depicts actual and projected expenditures over a five-year period by fund. Expenditures by Fund (in millions) $ 100 —————————————————————————————————————————————————————————————— 90 —————————————————————————————————————————————————————————————— 80 —————————————————————————————————————————————————————————————— 70 —————————————————————————————————————————————————————————————— 60 —————————————————————————————————————————————————————————————— 50 —————————————————————————————————————————————————————————————— 40 —————————————————————————————————————————————————————————————— 30 —————————————————————————————————————————————————————————————— 20 —————————————————————————————————————————————————————————————— 10 —————————————————————————————————————————————————————————————— 0 —————————————————————————————————————————————————————————————— FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 Actual* Actual Actual Amended Proposed ■ 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 *FY2015-16 reflects 15 months of expenditures due to changing the fiscal year start from April 1 to July 1. FUND 10 – GENERAL FUND OPERATING The General Fund Operating increase of 11%, or $3.52 million, includes Salaries and Benefits as well as Services and Supplies. Net Salaries and Benefits represent $2.25 million of the Fund 10 increase; this is due to budgeting for all currently approved positions, the annualized cost of new positions added in FY2019-20, combined with cost- of-living adjustments, annual step increases, and changes in the costs of benefits. Services and Supplies also rose, representing $1.27 million of the Fund 10 increase. This reflects an increase to overall operating projects expenditures, such as an increase in restoration mitigation costs associated with capital improvement projects like the opening of the Mount Umunhum summit and western area of Bear Creek Redwoods. In addition, the proposed CIAP and Budget includes a substantial increase in total funds and key Action Plan projects to expand Midpen’s efforts in preventing, preparing for, and responding to potential wildland fires. FUND 20 – HAWTHORNS The Hawthorns fund includes funding for fuel reduction, fire clearance work and structures work to prevent future deterioration of historic resources. FUND 30 – MEASURE AA LAND/CAPITAL The Measure AA Capital fund reduction of 25%, or $3.21 million, in projected annual expenses does not represent a reduction in effort on Measure AA (MAA) projects; it reflects a shift in project phases. Fewer MAA projects are currently in the construction phase. For example, there are over 30 MAA projects on the CIAP next year in various stages of planning and construction, while other large projects such as Cooley Landing Interpretive Facilities Design and Implementation and Twin Creeks Land Conservation have largely been expensed. Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 21Section II • Budget and Action Plan FY2019-20 The Measure AA Capital fund reduction includes both lower reimbursable labor (-$400,000) and project expenditures (-$900,000). If projects such as the Saratoga-to-Sea Regional Trail and Ravenswood Bay Trail progress faster than anticipated, MAA funds are available in FY2019-20 to increase the project budget with prior Board approval. The decrease in reimbursable labor is primarily due to the lack of shovel-ready trail projects for Midpen’s special projects crews, given where most projects are on the schedule, on-the-ground construction is set to occur in future fiscal years, starting in FY2020-21. Midpen will shift and utilize this available special project crews capacity in FY2019-20 to supplement and expand upon the fuel reduction work of the maintenance crews. Measure AA projects in FY2019-20 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, the Saratoga-to-Sea Regional Trail and the Ravenswood Bay Trail. Additional projects include the Bear Creek Redwoods Landfill Characterization and Remediation and grazing infrastructure improvements. Work will also continue on the Lower La Honda Creek Phase II Trails, Hawthorns Public Access Site Plan, and repairs to the Alpine Road Regional Trail. FUND 40 – GENERAL FUND LAND/CAPITAL The increase of 52% in General Fund Capital ($2.32 million) is largely driven by projects in support of Measure AA and the Vision Plan. Other projects included in next year’s plan are to improve Midpen’s infrastructure, offices, vehicles and equipment; complete repairs and maintenance on Midpen-owned residences and driveways; improve grazing infrastructure; and demolish unoccupied structures. Of note, the most expensive project included in General Fund Capital for next year is a coastal acquisition that will preserve important grazing and watershed lands in Vision Plan Portfolio 32: Tunitas Creek: Additional Watershed Preservation and Conservation Grazing. This acquisition is not eligible for Measure AA funding (project lies outside the top 25 Vision Plan Priority Action areas). This project is excluded from the increases to General Fund Capital noted above since it is a one-time land acquisition project. FUND 50 – DEBT SERVICE The Debt Service fund for FY2019-20 increased by approximately $2 million from FY2018-19, or 13%. Annual debt service principal payments are now due on the recently issued 2018 General Obligation Bonds (Series GO Green Bonds). Treatment of Non-Expended Funds Flowchart For FY2019-20, operating expenses are expected to increase at a moderate rate; the inclusion of 3.5 additional net positions supports continued project implementation and delivery of Midpen’s mission to the public. Consistent with Midpen’s practice over the last three 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 FY2019-20 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 Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 22 Section II • Budget and Action Plan FY2019-20 FY2019-20 Budget by Fund and Expenditure Type Midpen Budget by Expenditure Category FY2017-18 Actuals FY2018-19 Amended Budget FY2019-20 Proposed Annual Budget $ Change From FY2018-19 Amended Budget % Change From FY2018-19 Amended Budget Salaries and Benefits $20,714,676 $23,968,255 $25,821,535 $1,853,280 8% Less: MAA Reimbursable Staff Costs (730,701)(866,385)(471,697)394,688 - 46% Net Salaries and Benefits 19,983,975 23,101,870 25,349,838 2,247,968 10% Services and Supplies 7,434,793 10,384,065 11,654,010 1,269,945 12% Total Operating Expenditures 27,418,768 33,485,935 37,003,848 3,517,913 11% Hawthorns Operating 24,277 53,500 92,200 38,700 72% Hawthorns Capital 16,135 0 48,000 48,000 – Total Hawthorns Expenditures 40,412 53,500 140,200 86,700 162% General Fund Capital (Fund 40)1,926,326 3,967,184 5,911,095 1,943,911 49% Measure AA Capital (Fund 30)8,459,359 10,417,082 9,434,147 (982,935)- 9% Total Capital Expenditures 10,385,685 14,384,266 15,345,242 960,976 7% General Fund Land and Associated Costs (Fund 40) 3,625,488 32,007,100 4,635,500 (27,371,600)- 86% Measure AA Land and Associated Costs (Fund 30) 3,578,749 2,243,000 13,500 (2,229,500)- 99% Total Land and Associated Costs 7,204,237 34,250,100 4,649,000 (29,601,100)- 86% Debt Service 12,605,796 15,670,990 17,669,563 1,998,573 13% Total Debt Service (Fund 50)12,605,796 15,670,990 17,669,563 1,998,573 13% Total Midpen Budget $57,654,898 $97,844,791 $74,807,853 ($23,036,938)- 24% FY2019-20 Budget by Department Midpen Budget by Department FY2017-18 Actuals FY2018-19 Amended Budget FY2019-20 Proposed Annual Budget $ Change From FY2018-19 Amended Budget % Change From FY2018-19 Amended Budget Administrative Services $5,545,099 $6,388,642 $6,803,459 $414,817 6% Engineering and Construction 7,117,752 8,117,669 9,994,698 1,877,029 23% General Counsel 598,438 616,240 752,420 136,180 22% General Manager 1,453,468 2,599,741 2,097,810 (501,931)- 19% Land and Facilities 9,884,854 12,881,083 13,706,416 825,333 6% Natural Resources 2,867,380 4,601,287 5,986,696 1,385,409 30% Planning 2,661,652 4,216,014 3,105,268 (1,110,746)- 26% Public Affairs 1,561,633 1,810,010 2,018,527 208,517 12% Real Property 4,891,287 3,676,754 1,810,593 (1,866,161)- 51% Visitor Services 5,133,102 5,716,261 7,062,403 1,346,142 24% Debt Service 12,918,180 15,670,990 17,669,563 1,998,573 13% Total Midpen Budget 54,582,845 66,294,691 71,007,853 4,713,162 7% One Time Expense: Fund 40 Land/ Buildings 3,072,054 31,550,100 3,800,000 (27,750,100)-- 88% Grand Total: Midpen Budget $57,654,898 $97,844,791 $74,807,853 ($23,036,938)- 24% Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 23Section II • Budget and Action Plan FY2019-20 Midpen Staffing Midpen staffing for FY2019-20 is budgeted for 182.95 Full Time Equivalents (FTEs); representing a recommended increase of 3.5 positions over the FY2018-19 amended staffing level of 179.45 FTEs. Activity since the inception of the Financial and Operational Sustainability Model (FOSM) which was approved in 2014 is summarized in the first table on the following page. Consistent with the FOSM, the recommended 3.5 net positions are 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. ADMINISTRATIVE SERVICES Senior Accounting Technician (1 FTE) This technician’s time will be split evenly to support the Grants and Procurement programs. The addition of this position will help increase the amount of grants Midpen has the capacity to apply for as well as assist with the grants reporting, compliance and administration of the grants making program. This position also increases the amount of procurement support provided to staff to enter into consulting and contractor contracts for operating and capital projects, both on-call and standard, and to track draw-downs and status of contracts. LAND AND FACILITIES Lead Open Space Technician (1 FTE) This position will focus on resource management projects and monitor the quality of work completed by outside contractors and partners. As a lead position, the new technician will also allow Midpen to expand our resource management partnerships with outside organizations, including such groups as the San Jose Conservation Corps and AmeriCorps, to complete additional resource management, habitat restoration, and fuel management work. The new technician will also add capacity to complete the mounting mitigation and restoration work resulting from new Measure AA public access projects. NATURAL RESOURCES Management Analyst I (1 FTE, net zero) This position converts the limited term Climate Resiliency Fellow position to a regular position to continue coordination, tracking, and implementation of the Board-approved Climate Action Plan. The analyst will also provide Natural Resources department staff with support in project administration, including interfacing and streamlining contracting, budgeting and accounting practices, and gathering performance metrics, including tracking reductions in operational carbon emissions to reach the Board-approved greenhouse gas reduction goals. VISITOR SERVICES Visitor Services Intern (0.5 FTE) In FY2019-20, the intern will continue the visitation count survey project that began in 2016. The primary goal will be to estimate annual visitation rates for Midpen preserves and also focus on visitor use for planning purposes and Bear Creek Redwoods Open Space Preserve use. There was no Visitor Services Intern budgeted in FY2018-19. Interpretive Specialist (1 FTE) The Board has expressed interest in the expansion of the interpretive and educational programs. The Docent Volunteer Programs Structure Study provided a blueprint to increase the impact and outreach of Midpen docent and volunteer programs. A critical recommendation of the study was an additional position to support the interpretive programs. This position will facilitate improved training, coaching, supporting, and monitoring of the Outdoor Activity Docent and Nature Center Host programs. The addition of professional program staff builds capacity for new program collaborations, partnerships, and program expansion. This position will lead coordination efforts for the outdoor activity interpretive program, including training and coordinating with docents. Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 24 Section II • Budget and Action Plan FY2019-20 FY2018-19 STAFF CHANGES In March 2019, the Board approved one new position, Executive Assistant/Legal Secretary (1 FTE). Due to an increase in work complexity and load, this position will serve to maintain staffing levels and quality service in the Legal Department. An additional temporary position was approved under the General Manager’s authority. Due to staff vacancies within Public Affairs, a Public Affairs Specialist II (1 FTE) was approved as a limited-term position; it is partially offset by savings from two vacant positions within the department (an Assistant and an Intern). FOSM Projections and Staffing Growth Business Line Positions approved through FY2018-19 FOSM Projected Growth by 2020 FOSM Projected Growth* between 2020 to 2045 Recommended New Positions Remaining FOSM Projected Positions Through 2045 (if new positions are approved) Planning and Project Delivery 10 10 to 13 TBD / 7 0 TBD / 7 Visitor and Field Services 27 20 to 25 35 to 43 2.5 32.5 to 40.5 Finance and Administrative Services 9 9 to 11 8 to 10 1 7 to 9 General Manager’s Office 3 2 0 0 0 Total 49 41 to 51 43 to 60 3.5 39.5 to 56.5 *Positions through 2045 are cumulative. Midpen staffing for FY2019-20 is detailed by department in the table below. Midpen Positions by Department Department FY2015-16 Adopted FTE FY2016-17 Adopted FTE FY2017-18 Adopted FTE FY2018-19 Amended FTE FY2019-20 Proposed FTE Change from FY2018-19 Modified Administration 18.75 24.75 24.75 26.75 27.75 1.00 Engineering and Construction 2.00 5.00 7.00 7.00 7.00 0.00 General Counsel 2.50 2.50 2.50 3.50 3.50 0.00 General Manager 6.00 8.00 8.00 8.00 8.00 0.00 Land and Facilities 0.00 51.30 55.30 56.30 57.30 1.00 Natural Resources 10.00 11.00 12.00 12.00 12.00 0.00 Operations*68.30 0.00 0.00 0.00 0.00 0.00 Planning 11.00 10.00 11.00 11.00 11.00 0.00 Public Affairs 12.00 8.00 8.00 8.00 8.00 0.00 Real Property 4.00 5.00 5.00 5.00 5.00 0.00 Visitor Services 0.00 39.90 39.90 41.90 43.40 1.50 Total FTE 134.55 165.45 173.45 179.45 182.95 3.50 *The Land and Facilities and Visitor Services departments were formed after the Operations Department was split in FY2015-16. Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 25Section II • Budget and Action Plan FY2019-20 FUTURE GROWTH IN MIDPEN 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. Since December 2014, 49 new positions have been approved by the Board. The FOSM also projects growth in Midpen staffing between 2020 and 2045 of up to 57 additional new positions. The above recommendations, if approved by the Board, raises the total new positions to 52.5. If approved, these new positions would be filled between August 2019 and June 2020. The General Manager will continue to assess capacity needs and gaps in expertise in the coming years as new positions are filled and core functions are reorganized into new departments and programs, in tandem with changes to Board priorities and the pace of upcoming action plans to determine if and when additional positions are merited. Considering the magnitude of 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. MIDPEN COMPENSATION & BENEFITS Salaries and benefits make up the largest component of expenditures, estimated at 32% of total FY2019-20 expenditures. This category includes all personnel-related costs. Midpen has one represented group: Midpeninsula Regional Open Space District Field Employees Association (FEA). The remaining unrepresented employees are Office, Supervisory and Management Employees (OSM). 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 (CalPERS) 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 insurance 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 $350.00 per month toward CalPERS retiree medical. By state law, Midpen pays all retirees the PEMHCA minimum amount of $119 per month (a lifetime benefit). Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 26 Section II • Budget and Action Plan FY2019-20 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 FY2019-20 Annual Budget for the Hawthorns endowment totals $140,200, which is 162% higher than the FY2018-19 Amended 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 FY2019-20 is projected to be $1,348,282 as shown below. Hawthorns – Projected Cash Balance Hawthorns: Endowment Fund Interest Income Expenditures Total Cash Balance Hawthorns Fund Original Endowment $2,018,445 Actual: FY2011-12 through FY2015-16 $53,466 ($540,243)1,531,668 FY2016-17 Actual 10,349 (6,146)1,535,871 FY2017-18 Actual 5,147 (40,412)1,500,606 FY2018-19 Estimated Actual 2,376 (53,500)1,449,482 FY2019-20 Projected 39,000 (140,200)1,348,282 Projected Ending Balance $1,348,282 Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 27Section II • Budget and Action Plan FY2019-20 Windy Hill Open Space Preserve by Midpen Staff 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 Measure AA funds in 2014 and FY2019-20 will mark the sixth year of funding. As of June 30, 2019, an estimated $59.9 million in Measure AA funds will be expended and the proposed FY2019-20 budget brings the total to $66.9 million, or 22.31% 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 (LTD) estimate at June 30, 2019, the amounts budgeted for FY2019-20, 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 ■ LTD Estimate ■ FY2019-20 ■ Balance Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 28 Section II • Budget and Action Plan FY2019-20 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 6/30/19 FY2019-20 Proposed Balance Remaining % Expended 01 Miramontes Ridge: Gateway to the Coast Public Access, Stream Restoration and Agriculture Enhancement $27,774,000 $52,915 $0 $27,721,085 0.19% 02 Regional: Bayfront Habitat Protection and Public Access Partnership 5,052,000 1,245,264 586,849 3,219,887 36.27% 03 Purisima Creek Redwoods: Purisima-to-Sea Trail, Watershed Protection and Conservation Grazing 7,608,000 1,322,151 480,812 5,805,037 23.70% 04 El Corte de Madera Creek: Bike Trail and Water Quality Projects 8,376,000 910,680 61,236 7,404,084 11.60% 05 La Honda Creek: Upper Area Recreation, Habitat Restoration and Conservation Grazing Projects 11,733,000 2,509,963 618,197 8,604,840 26.66% 06 Windy Hill: Trail Implementation, Preservation and Hawthorns Area Historic Partnership 12,740,000 56,206 124,060 12,559,734 1.41% 07 La Honda Creek: Driscoll Ranch Public Access, Endangered Wildlife Protection and Conservation Grazing 14,825,000 12,004,121 173,555 2,647,324 82.14% 08 La Honda Creek/Russian Ridge: Preservation of Upper San Gregorio Watershed and Ridge Trail 15,347,000 2,180,000 0 13,167,000 14.20% 09 Russian Ridge: Public Recreation, Grazing and Wildlife Protection Projects 5,560,000 532,884 663,434 4,363,682 21.52% 10 Coal Creek: Reopen Alpine Road for Trail Use 8,017,000 205,257 236,033 7,575,710 5.50% 11 Rancho San Antonio: Interpretive Improvements, Refurbishing, and Transit Solutions 10,811,000 81,066 143,890 10,586,044 2.08% 12 Peninsula/South Bay Cities: Partner to Complete Middle Stevens Creek Trail 1,038,000 0 0 1,038,000 0.00% 13 Cloverdale Ranch: Wildlife Protection, Grazing and Trail Connections 15,712,000 0 0 15,712,000 0.00% 14 Regional: Trail Connections and Campgrounds 3,966,000 0 0 3,966,000 0.00% 15 Regional: Redwoods Protection and Salmon Fishery Conservation 50,728,000 3,018,550 0 47,709,450 5.95% 16 Long Ridge: Trail, Conservation and Habitat Restoration Projects (Saratoga) 5,140,000 0 0 5,140,000 0.00% 17 Regional: Complete Upper Stevens Creek Trail 7,760,000 1,390,559 460,888 5,908,553 23.86% 18 South Bay Foothills: Saratoga-to-Sea Trail and Wildlife Corridor 1,365,000 0 550,000 815,000 40.29% 19 El Sereno: Dog Trails and Connections 2,254,000 427,265 0 1,826,735 18.96% 20 South Bay Foothills: Wildlife Passage and Ridge Trail Improvements 13,966,000 417,385 124,649 13,423,966 3.88% 21 Bear Creek Redwoods: Public Recreation and Interpretive Projects 17,478,000 8,623,044 2,368,908 6,486,048 62.89% 22 Sierra Azul: Cathedral Oaks Public Access and Conservation Projects 6,714,000 1,278,336 401,715 5,033,949 25.02% 23 Sierra Azul: Mount Umunhum Public Access and Interpretive Projects 27,972,000 21,629,796 45,000 6,297,204 77.49% 24 Sierra Azul: Rancho de Guadalupe Family Recreation 10,078,000 1,606,896 0 8,471,104 15.94% 25 Sierra Azul: Loma Prieta Area Public Access, Regional Trails and Habitat Projects 7,986,000 410,150 0 7,575,850 5.14% TOTAL MAA Bond $300,000,000 $59,902,488 $7,039,226 $233,058,286 22.31% Measure AA (MAA) Portfolio numbers do not coincide with Regional Map locations 1-26. Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 29Section II • Budget and Action Plan FY2019-20 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 Measure AA 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 Preservation: 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 Measure AA 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. Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 30 Section II • Budget and Action Plan FY2019-20 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: www.openspace.org/our-work/projects/vision-plan Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 31Section II • Budget and Action Plan FY2019-20 Debt Service LEGAL DEBT LIMIT The legal debt limit for the District is based on Section 5568 of the California Public Resources Code, which states that for the purpose of acquiring land or other property, and for constructing or completing any capital improvements, the District may incur an indebtedness not to exceed five percent of the assessed valuation of property situated in the District. As of June 30, 2019, the assessed value of property within the District’s jurisdiction totaled $273.243 billion, resulting in a legal debt limit of $13.662 billion. In 2017 and 2018, both Standard & Poor’s and Fitch Ratings awarded AAA ratings to the District’s new 2017 Green Refunding Bonds, the 2017 Parity Bonds, and the 2018 General Obligation Bonds. The District’s Refunding Promissory Notes and Bonds remain at AAA, and the 2011 District’s Revenue Bonds are rated AA+ by both ratings agencies. OUTSTANDING DEBT OBLIGATIONS As of March 31, 2019, Midpen had the following outstanding debt obligations: Outstanding Debt Obligations Type of Debt Maturity Actual Interest Rate Authorized and Issued Outstanding as of March 31, 2019 2011 Revenue Bonds*2022 2% to 6%$1,080,000 $750,000 2012 Refunding Promissory Notes**2034 2% to 5%9,085,601 8,310,601 2015 Refunding Promissory Notes 2034 3.5% to 5%23,630,000 21,010,000 2016 Green Refunding Bonds 2039 3% to 5%57,410,000 50,435,000 2017 Green Refunding Bonds 2038 3.125% to 5% 25,025,000 25,025,000 2017 Parity Bonds 2028 5%11,220,000 10,420,000 Promissory Note 2023 5%1,500,000 1,500,000 General Fund 128,950,601 117,450,601 2015 General Obligation Bonds 2021/2045 1.5% to 2.5%45,000,000 40,381,000 2018 General Obligation Bonds 2049 2% to 5%50,000,000 50,000,000 Measure AA Fund 95,000,000 90,381,000 Total Debt $223,950,601 $207,831,601 *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 the District, issued $20.5 million of Revenue Bonds for the purpose of acquiring land to preserve and use as open space. Each year, the District will appropriate revenues (primarily limited property tax collections that Santa Clara County and San Mateo County allocate to the District) to pay its obligations under a lease agreement for use and occupancy of District land in addition to other District debt and lease obligations unrelated to this financing. The maturities from 2022 through the final maturity in 2041 issue were advance refunded through the District’s 2016 Green Bonds. 2012 Revenue Refunding Bonds On January 19, 2012, the District advance refunded $34.7 million in 1999 Lease Revenue Bonds by issuing $34.265 million in promissory notes. The notes are a blend of current interest and capital appreciation notes maturing through 2042. The net proceeds of $33.396 million were used to purchase U.S. government securities, which were deposited in an irrevocable trust with an escrow agent to provide for all future debt service payments on the 1999 Series bonds. As a result, the 1999 Series bonds are considered to be defeased and the liability for those bonds has been removed from the long-term debt in the financial statements. Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 32 Section II • Budget and Action Plan FY2019-20 2015 Refunding Promissory Notes (2004 Project Lease) On January 22, 2015, the District refunded $31.9 million of the District’s Financing Authority’s 2004 Revenue Bonds by issuing $23.63 million in promissory notes. The net proceeds of $30.9 million, together with $2.3 million of funds related to the 2004 Revenue Bonds, were used to purchase U.S. government securities. Those securities were deposited in an irrevocable trust with an escrow agent to redeem the 2004 Revenue Bonds in full on March 1, 2015. 2016 Green Bonds Refunding On September 22, 2016, the District refunded $44.1 million of the District Financing Authority’s 2007 Series A Revenue Refunding Bonds and advance refunded $19.1 million of the District Financing Authority’s 2011 Revenue Bonds by issuing $57.4 million in Green Bonds Refunding. The net proceeds of $24.0 million were deposited in an irrevocable trust with an escrow agent to redeem the 2011 Revenue Bonds in full on September 1, 2021. 2017 Green Bonds Refunding (Series A) On December 13, 2017, the District advance refunded $11.6 million of the District’s 2012 Revenue Bonds Current Interest Notes and $8.9 million of the District’s 2012 Revenue Bonds Capital Appreciation Notes by issuing $25.025 million in Green Bonds Refunding. The net proceeds of $28.3 million were deposited in an irrevocable trust with an escrow agent to redeem the 2012 Revenue Bonds in full on September 1, 2022. 2017 Parity Bonds (Series B) On December 13, 2017, the District issued $11.22 million of Parity Bonds to finance a portion of the cost of acquiring and improving staffing facilities to establish the new South Area Field Office and to refurbish the newly acquired Administrative Office. The net proceeds of $12.5 million were deposited into the Project Fund. Promissory Note On April 1, 2003, the District entered into a $1.5 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. Russian Ridge Open Space Preserve by Charles Tu Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 33Section II • Budget and Action Plan FY2019-20 General Fund Annual Debt Service (in millions) $ 14 ——————————————————————————————————————————————————————————————— 12 ——————————————————————————————————————————————————————————————— 10 ——————————————————————————————————————————————————————————————— 8 ——————————————————————————————————————————————————————————————— 6 ——————————————————————————————————————————————————————————————— 4 ——————————————————————————————————————————————————————————————— 2 ——————————————————————————————————————————————————————————————— 0 ——————————————————————————————————————————————————————————————— ■ 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 FY2019-20 FY2020-21 FY2021-22 FY2022-23 FY2023-24 2011 Revenue Bonds $240,700 $266,400 $290,700 $0 $0 2012 Refunding Notes 462,050 460,350 460,250 461,825 0 2016 Green Bonds 5,275,200 5,497,200 5,509,200 5,818,575 5,852,325 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)1,437,500 1,439,250 1,438,500 1,435,250 1,439,250 2015 Refunding Notes 1,884,725 1,918,675 1,939,375 1,967,125 1,995,750 Promissory Note 75,000 75,000 75,000 1,575,000 0 Total 10,397,375 10,679,075 10,735,225 12,279,975 10,309,525 Total General Fund Principal 5,465,000 5,985,000 6,295,000 8,135,000 6,565,000 Total General Fund Interest 4,932,375 4,694,075 4,440,225 4,144,975 3,744,525 Grand Total $10,397,375 $10,679,075 $10,735,225 $12,279,975 $10,309,525 FY 2 0 1 9 - 2 0 2 0 FY 2 0 2 0 - 2 0 2 1 FY 2 0 2 1 - 2 0 2 2 FY 2 0 2 2 - 2 0 2 3 FY 2 0 2 3 - 2 0 2 4 FY 2 0 2 4 - 2 0 2 5 FY 2 0 2 5 - 2 0 2 6 FY 2 0 2 6 - 2 0 2 7 FY 2 0 2 7 - 2 0 2 8 FY 2 0 2 8 - 2 0 2 9 FY 2 0 2 9 - 2 0 3 0 FY 2 0 3 0 - 2 0 3 1 FY 2 0 3 1 - 2 0 3 2 FY 2 0 3 2 - 2 0 3 3 FY 2 0 3 3 - 2 0 3 4 FY 2 0 3 4 - 2 0 3 5 FY 2 0 3 5 - 2 0 3 6 FY 2 0 3 6 - 2 0 3 7 FY 2 0 3 7 - 2 0 3 8 FY 2 0 3 8 - 2 0 3 9 Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 34 Section II • Budget and Action Plan FY2019-20 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). 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 $.0018 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 Measure AA 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 Measure AA to authorize the issuance of up to $300 million principal amount of general obligation bonds. Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 35Section II • Budget and Action Plan FY2019-20 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 FY2019-20 FY2020-21 FY2021-22 FY2022-23 FY2023-24 Measure AA 2015 Series A (Tax-Exempt)$1,636,163 $1,636,163 $1,943,288 $2,575,913 $2,570,788 Measure AA 2015 Series B (Taxable)952,925 952,313 637,875 0 0 Measure AA 2018 Series GO Green Bonds 4,683,100 3,373,375 2,728,500 2,727,600 2,730,200 Total 7,272,188 5,961,850 5,309,663 5,303,513 5,300,988 Total Measure AA Principal 3,650,000 2,410,000 1,825,000 1,895,000 1,980,000 Total Measure AA Interest 3,622,188 3,551,850 3,484,663 3,408,513 3,320,988 Grand Total $7,272,188 $5,961,850 $5,309,663 $5,303,513 $5,300,988 Projected Tax Rate $1.79 $1.95 $2.16 $2.11 $2.18 FY 2 0 1 9 - 2 0 2 0 FY 2 0 2 0 - 2 0 2 1 FY 2 0 2 1 - 2 0 2 2 FY 2 0 2 2 - 2 0 2 3 FY 2 0 2 3 - 2 0 2 4 FY 2 0 2 4 - 2 0 2 5 FY 2 0 2 5 - 2 0 2 6 FY 2 0 2 6 - 2 0 2 7 FY 2 0 2 7 - 2 0 2 8 FY 2 0 2 8 - 2 0 2 9 FY 2 0 2 9 - 2 0 3 0 FY 2 0 3 0 - 2 0 3 1 FY 2 0 3 1 - 2 0 3 2 FY 2 0 3 2 - 2 0 3 3 FY 2 0 3 3 - 2 0 3 4 FY 2 0 3 4 - 2 0 3 5 FY 2 0 3 5 - 2 0 3 6 FY 2 0 3 6 - 2 0 3 7 FY 2 0 3 7 - 2 0 3 8 FY 2 0 3 8 - 2 0 3 9 Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 36 Section II • Budget and Action Plan FY2019-20 FY 2 0 3 9 - 2 0 4 0 FY 2 0 4 0 - 2 0 4 1 FY 2 0 4 1 - 2 0 4 2 FY 2 0 4 2 - 2 0 4 3 FY 2 0 4 4 - 2 0 4 5 FY 2 0 4 5 - 2 0 4 6 FY 2 0 4 6 - 2 0 4 7 FY 2 0 4 7 - 2 0 4 8 FY 2 0 4 8 - 2 0 4 9 FY 2 0 4 3 - 2 0 4 4 General Fund Balance The projected increase to the FY2019-20 Total Fund Balance is primarily due to the continued growth in Midpen’s property tax revenues and a stabilization in capital spending levels from the previous year. Projected General Fund Balance FY2015 Actual FY2016 Actual FY2017 Actual FY2018 Actual FY2019 Projected FY2020 Budget Nonspendable ——$55,093 $35,968 $35,968 $35,968 Restricted $1,702,556 $1,971,040 1,971,040 1,466,982 1,449,482 1,348,282 Committed 20,400,000 35,400,000 35,400,000 55,300,000 24,049,900 24,349,900 Assigned — — — — — — Unassigned 21,329,605 16,857,586 23,872,450 16,306,537 22,002,385 22,495,072 Total Fund Balance $43,432,161 $54,228,626 $61,298,583 $73,109,487 $47,537,735 $48,229,222 Minimum Unassigned Fund Balance*$10,597,200 $11,839,200 $12,691,200 $13,722,600 $14,493,900 $15,616,500 *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 FY2019-20 projected balance in each fund is based on FY2018-19 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 Fund 20 Hawthorns Fund 30 Measure AA Capital Fund 40 General Fund Capital Fund 50 Debt Service Total FY2017-18 Audited Fund Balance $71,642,505 $1,466,982 $46,468,809 $7,043,765 $5,791,164 $132,413,225 Change in Fund Balance (25,554,252)(17,500)(11,722,478)(853,600)4,661,514 (33,486,316) FY2018-19 Projected Balance $46,088,253 $1,449,482 $34,746,331 $6,190,165 $10,452,678 $98,926,909 Change in Fund Balance 792,687 (101,200)(7,039,226)(922,270)670,085 (6,599,924) FY2019-20 Projected Balance $46,880,940 $1,348,282 $27,707,105 $5,267,895 $11,122,763 $92,326,985 Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 37Section II • Budget and Action Plan FY2019-20 Delivering on Midpen’s Mission AGRICULTURE In keeping with Strategic Plan Goal 1, Objective 4: take a regional leadership role in promoting the benefits of open space and sustainable agriculture, Midpen has prioritized 15 projects to support regional agriculture and sustain conservation grazing on District lands such as the Gordon Ridge Property Land Conservation. DIVERSITY In support of Goal 2, Objective 2: engaging diverse communities, Midpen has prioritized six projects to connect diverse communities to their public open space preserves including multiple projects at Rancho San Antonio and Cooley Landing. WILDLAND FIRE RESILIENCY Climate change has created a new wildfire reality in California: fires are becoming more frequent and catastrophic. In response, Midpen has prioritized four fire prevention projects, including an emphasis on fuels reduction and wildland fire readiness. Purisima Creek Redwoods Open Space Preserve by Catherine Tinder Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 38 Section II • Budget and Action Plan FY2019-20 Grants Program Midpen recognizes that it cannot accomplish its mission alone. The ambitious vision set forth by Measure AA 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 Measure AA obligations, work in concert with partner organizations to build the collective impact of the conservation community, and remain responsive to community needs and trends. Over the long-term, the goal is to build a diverse portfolio of external revenue sources and engage more deeply and collaboratively with partners. As part of its effort to build these relationships, Midpen is expanding its Grantmaking Program, which provides modest conservation grants to partners working on projects that align with Midpen’s mission. To this end, Midpen has increased its investment in this program and has 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 multi-scale successes to demonstrate the value of the program. Long Ridge Open Space Preserve by Gary Marcos Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 39Section II • Budget and Action Plan FY2019-20 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 (GHG) 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. FY2019-20 will be the first full year of the Climate Action Plan implementation. The table below describes the Climate Action Plan items that will be implemented in FY2019-20. The Climate Action Plan can be found on Midpen’s website at www.openspace.org/our-work/projects/climate-change. FY2019-20 Climate Action Plan Implementation Actions Climate Action Plan Item Budget*Department Commute-4: Create incentives for employees commuting via carpool, public transit, bike or walking $46,000 Administrative Services Commute-5/Vehicles-3: Feasibility assessment for electric vehicle chargers at field offices $0 (Staff time only)Land and Facilities Commute-6: Create intranet page with commute resources and carpool database $0 (Staff time only)Administrative Services Commute-7: Update administrative office electric vehicle charging cost $0 (Staff time only)Administrative Services Commute-9: Create emergency ride home safeguard for employees commuting via alternative means $0 (Staff time only)Administrative Services Facilities-2: Install solar panel system at Skyline Field Office $150,000 Land and Facilities Facilities-3: Upgrade all lighting at field offices to LED $20,000 Land and Facilities Facilities-6: Implement office waste reduction measures $0 (Staff time only)Land and Facilities Livestock-2: Partner with San Mateo Resource Conservation District to develop plan to increase carbon sequestration $25,000 Natural Resources Residences-1/Residences-6: Request energy data from tenants and encourage tenants to purchase 100% renewable electricity $0 (Staff time only)Land and Facilities Vehicles-4: Acquire and test electric equipment, bikes, or ATVs for maintenance $20,000 Land and Facilities Vehicles-5: Replace one retiring administrative vehicle with an electric vehicle $38,500 Land and Facilities Vehicles-9: Acquire and test electric motorcycles, bikes, or ATVs for patrol $20,000 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. This finding shows that reaching Midpen’s climate change goals is possible, and that investing in greening the agency’s operations yield results. This page in the Budget and Action Plan, which will be included annually going forward, 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. Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 40 Section II • Budget and Action Plan FY2019-20 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 February, 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 (CIAP). 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. Budget Development Process • Develop Environmental Scan • Update Strategic Goals • Board Retreat #1 • Project Scoping • Resource Loading • Measure AA Reprioritization, as needed • Develop Capital Improvement and Action Plan (CIAP) • Board Retreat #2 • Initialize Budget in NWS • Finalize OpEx/CapEx Budgets and CIAP • Review Budget and CIAP with Managers/AGMs/CFO • Review Budget and CIAP with GM • Present Budget and CIAP to ABC Committee • Follow-up Presentations to ABC (if needed) • ABC Approves Budget and CIAP • Board‘s Initial Review of Budget & 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 of Directors may amend the budget by resolution during the fiscal period. The legal level of control, the level at which expenditures may not legally exceed the budget, is at the category level. Midpen uses three methods of amending the budget throughout the year: (1) at the quarterly re-forecast, (2) ad hoc for property purchases or time-sensitive expenditure adjustments, and (3) a net zero adjustment within a fund and expense category. ——————————————————————————––––––––––––—————————————————————————————— 1. After the end of the first, second, and third quarters, department managers and project managers provide a re-forecast report for all non-personnel related expenditures. Based on the aggregated re-forecast reports, a consolidated budget adjustment is proposed to the Board for adoption via resolution.——————————————————————————––––––––––––—————————————————————————————— 2. The Ad Hoc budget adjustments are used for property purchases as well as time-sensitive expenditures that require budget availability prior to the quarterly re-forecast. This method ensures continuation of projects and operations without administrative restrictions. Ad Hoc budget adjustments are adopted by the Board via resolution.——————————————————————————––––––––––––—————————————————————————————— 3. Net-zero budget transfers can be implemented administratively, provided these transfers are within the same fund and the same expenditure category. A summary of net zero transfers is included in each quarterly re- forecast report to the Board.——————————————————————————––––––––––––—————————————————————————————— Strategic Planning (Nov-Jan) Action Plan Development (Nov-Mar) Budget Preparation (Jan-Apr) Board Review (Apr-Jun) Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 41Section II • Budget and Action Plan FY2019-20 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 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——————————————————————————––––––––––––—————————————————————————————— 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. Budget Monitoring Board Approval GM Review Budget Amendments (Quarterly) Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 42 Section II • Budget and Action Plan FY2019-20 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. Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w 43Section II • Budget and Action Plan FY2019-20 Long Ridge Open Space Preserve by Greg Hughes 44 Section II • Budget and Action Plan FY2019-20 Se c t i o n I I Bu d g e t S u m m a r y a n d O v e r v i e w Section III Capital Improvement and Action Plan Russian Ridge Open Space Preserve by Bob Mazawa 45Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 46 Section III • Budget and Action Plan FY2019-20 Capital Improvement and Action Plan Overview This section of the budget, the Capital Improvement and Action Plan (CIAP), 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 FY2019-20 CIAP contains a total of 89 projects, of which 32 projects, or 36%, are eligible for Measure AA reimbursement which was approved by the voters in 2014. Midpen staff prepared the FY2019-20 CIAP in accordance with the Board’s direction outlined at the February 28, 2019 retreat, resulting in 89 projects spread throughout the following programs: FY2019-20 CIAP by Program ● Land Acquisition and Preservation (22%) ● Natural Resource Protection and Restoration (25%) ● Public Access, Education and Outreach (31%) ● Infrastructure (Vehicles, Equipment, Facilities) and Other (21%) From a funding perspective, 79% of the CIAP projects are capital projects or land acquisition while the remaining 21% are included in the operating budget. FY2019-20 CIAP Projects by Program Program Fund 10– General Fund Operating Fund 20– Hawthorns Fund Fund 30– Measure AA Capital Fund 40– General Fund Capital Grand Total % Total Land Acquisition and Preservation – – 3 17 20 22% Natural Resource Protection and Restoration 10 – 9 3 22 25% Public Access, Education, and Outreach 6 – 20 2 28 31% Infrastructure (Vehicles, Equipment, Facilities) and Other 3 1 – 15 19 21% Total Projects 19 1 32 37 89 100% FY2019-20 CIAP Budget The FY2019-20 Three-Year CIAP lists projected capital and operating projects and associated costs for FY2019-20 through FY2021-22, and provides funding of $76.1 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 FY2019-20 budget. Three-Year CIAP Funding Sources CIAP Summary by Funding Source FY2019-20 FY2020-21 FY2021-22 3-Year Total Fund 10 – General Fund Operating $1,880,742 $705,975 $453,100 $3,039,817 Fund 20 – Hawthorns 48,000 36,000 TBD 84,000 Fund 30 – Measure AA 7,039,226 8,671,245 4,585,500 20,295,971 Fund 40 – General Fund Capital 10,546,595 14,931,549 21,566,942 47,045,086 Grants/Partnerships/Other 2,704,721 1,887,043 1,030,000 5,621,764 Total CIAP $22,219,284 $26,231,812 $27,635,542 $76,086,638 Three-Year CIAP by Program CIAP Summary by Program FY2019-20 FY2020-21 FY2021-22 3-Year Total Land Acquisition and Preservation*$5,071,512 $4,060,000 $300,000 $9,431,512 Natural Resource Protection and Restoration 3,576,139 1,325,313 923,100 5,824,552 Public Access, Education, and Outreach 7,983,746 11,068,950 5,430,500 24,483,196 Infrastructure (Vehicles, Equipment, Facilities) and Other 5,587,887 9,777,549 20,981,942 36,347,378 Total CIAP $22,219,284 $26,231,812 $27,635,542 $76,086,638 *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 FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Land Acquisition and Preservation Natural Resource Protection and Restoration Public Access, Education and Outreach Infrastructure (Vehicles, Equipment, Facilities) and Other Agriculture Diversity Wildland Fire Resiliency Grant Funded Supports Climate Action Plan implementation Project has an ongoing impact on the operating budget Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 48 Section III • Budget and Action Plan FY2019-20 With the support of the Grants Program, additional revenue is secured annually to support Midpen’s mission, leverage existing 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 FY2019-20 FY2020-21 FY2021-22 3-Year Total MAA02-002 Ravenswood Bay Trail Design and Implementation San Mateo County Measure K Grant $243,813 $243,813 $0 $487,626 MAA02-002 Ravenswood Bay Trail Design and Implementation Santa Clara County Stanford Mitigation 200,000 200,000 0 400,000 MAA02-002 Ravenswood Bay Trail Design and Implementation Urban Greening Grant Program 681,098 374,230 0 1,055,328 MAA11-002 Rancho San Antonio - Deer Hollow Farm–White Barn Rehabilitation Tindall and Friends of DHF Donations 0 330,000 0 330,000 MAA21-005 Bear Creek Redwoods Public Access California Natural Resources Agency 215,732 0 0 215,732 MAA21-007 Bear Creek Redwoods Preserve Plan Invasive Weed Treatment and Restoration Santa Clara Valley Water District 100,000 50,000 0 150,000 Operating Bear Creek Redwoods Preserve Plan Invasive Weed Treatment and Restoration Santa Clara Valley Water District 100,000 150,000 0 250,000 MAA21-008 Bear Creek Redwoods–Ponds Restoration and Water Rights California Natural Resources Agency 320,622 0 0 320,622 MAA21-011 Phase II Trail Improvements, Bear Creek Redwoods OSP California Natural Resources Agency 277,250 320,000 730,000 1,327,250 MAA22-001 Hendrys Creek Property Land Restoration Santa Clara Valley Water District 39,000 0 0 39,000 Operating Hendrys Creek Stream Restoration Santa Clara Valley Water District 96,300 0 0 96,300 MAA22-004 Beatty Parking Area and Trail Connections Safe, Clean Water Priority D3 Grant 30,906 19,000 100,000 149,906 80065 IPM Implementation of Santa Clara Valley Water District Grant Santa Clara Valley Water District 100,000 200,000 200,000 500,000 Subtotal 2,404,721 1,887,043 1,030,000 5,321,764 MAA02-002 Ravenswood Bay Trail Design and Implementation Facebook Grant 300,000 0 0 300,000 Grand Total $2,704,721 $1,887,043 $1,030,000 $5,621,764 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 1, 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 (Goal 2, all Objectives).——————————————————————————––––––––––––——————————————————————————— Wildland Fire Resiliency: Working with local fire agencies and surrounding communities to enhance Midpen’s wildland fire preparedness and responsiveness.——————————————————————————––––––––––––——————————————————————————— CIAP project summary tables for these three areas of interest are included below. Agriculture Project Summary Project #Project Name FY2019-20 FY2020-21 FY2021-22 3-Year Total 61006 Big Dipper Ranch Spring Work, Skyline Ridge $48,750 $0 $0 $48,750 61010 Toto Ranch Well Drilling and Construction, Tunitas Creek 200,800 0 0 200,800 61012 Toto Barn Roof Repair 101,750 0 0 101,750 61013 Toto Ranch Perimeter Fence Repair 174,225 0 0 174,225 MAA03-001 Lot Line Adjustment and Property Transfer–Purisima Upland 9,732 0 0 9,732 MAA03-003 Purisima Creek Fence Construction, Purisima Creek Redwoods 54,800 0 0 54,800 MAA05-002 Upper La Honda Creek Grazing Infrastructure 155,750 54,338 0 210,088 MAA09-003 Russian Ridge Mindego Pond Improvement 663,434 0 0 663,434 VP01-001 Miramontes Ridge Land Conservation 22,000 0 0 22,000 VP03-002 South Cowell Upland Land Conservation 37,500 0 0 37,500 VP07-002 Agricultural Workforce Housing–La Honda Creek 400,000 457,000 0 857,000 VP13-001 Cloverdale Ranch Land Opportunity 60,000 TBD TBD 60,000 VP32-002 Gordon Ridge Property Land Conservation 3,800,000 3,750,000 0 7,550,000 VP32-003 Toto Ponds Management Planning 140,000 100,000 200,000 440,000 VP39-001 Lower San Gregorio Creek Watershed Land Conservation 32,000 0 0 32,000 Total $5,900,741 $4,361,338 $200,000 $10,462,079 Diversity Project Summary Project #Project Name FY2019-20 FY2020-21 FY2021-22 3-Year Total 31901 ADA Barrier Removal $255,000 $1,075,000 $TBD $1,330,000 MAA02-001 Cooley Landing Interpretive Facilities Design and Implementation 35,000 30,000 25,000 90,000 MAA02-002 Ravenswood Bay Trail Design and Implementation 1,976,760 1,646,250 0 3,623,010 MAA11-002 Rancho San Antonio–Deer Hollow Farm–White Barn Rehabilitation 143,890 454,000 0 597,890 VP11-001 Rancho San Antonio (RSA) Multimodal Access Study 56,000 TBD TBD 56,000 VP38-001 Cooley Landing Park Business and Operation Plan 150,000 0 0 150,000 Total $2,616,650 $3,205,250 $25,000 $5,846,900 Wildland Fire Resiliency Project Summary Project #Project Name FY2019-20 FY2020-21 FY2021-22 3-Year Total 61008 Los Trancos–Page Mill Eucalyptus Removal $109,250 $0 $0 $109,250 80063 San Mateo County Vegetation Map 39,200 39,200 33,600 112,000 80003-10 Wildland Fire Program Development 441,000 276,000 311,000 1,028,000 VP15-002 Restoration Forestry Demonstration Project 80,000 200,000 40,000 320,000 Total $669,450 $515,200 $384,600 $1,569,250 49Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 50 Section III • Budget and Action Plan FY2019-20 PROJECT NUMBERING All projects are assigned a name and a unique number. Additionally, Midpen has three categories of projects, Measure AA eligible, Vision Plan related or other capital and operating projects. Measure AA eligible projects are designated by portfolio and project number, for example MAA21-005 indicates Measure AA portfolio number 21 (Rancho San Antonio: Interpretive Improvements, Refurbishing Projects), and project number 5 (Bear Creek Redwoods Public Access). 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 Measure AA portfolios. Vision Plan portfolios 26 through 54 are the Tier 2 priority actions in Midpen’s Vision Plan. Other projects are assigned 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 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 FY2019-20 CIAP, Midpen has identified over 50 projects (or 56% 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 in an effort to identify how operating costs will change in the future. Land Acquisition and Preservation Project #Project Name FY2019-20 FY2020-21 FY2021-22 3-Year Total 20125 Cal Water Land Exchange, Teague Hill Preserve $23,000 $0 $0 $23,000 MAA03-001 Lot Line Adjustment and Property Transfer–Purisima Upland 9,732 0 0 9,732 MAA03-002 Purisima Upland Site Clean up and Soil Remediation Assessment 416,280 0 0 416,280 MAA23-007 Twin Creeks Land Conservation 10,000 10,000 20,000 VP01-001 Miramontes Ridge Land Conservation*22,000 0 0 22,000 VP03-002 South Cowell Upland Land Conservation*37,500 0 0 37,500 VP08-001 Upper San Gregorio Land Conservation*23,000 0 0 23,000 VP13-001 Cloverdale Ranch Land Opportunity*60,000 TBD TBD 60,000 VP15-001 Redwood Forest Land Opportunity*20,000 0 0 20,000 VP15-003 Watershed Protection Opportunity–Numerous Open Space Preserves* 105,000 0 0 105,000 VP19-001 El Sereno Trails, Wildlife Corridors and Land Conservation*33,000 0 0 33,000 VP19-002 El Sereno Land Conservation*25,000 0 0 25,000 VP20-002 Highway 17 Land Conservation*27,000 0 0 27,000 VP24-001 Sierra Azul Rancho de Guadalupe Land Conservation*38,000 0 0 38,000 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*10,000 0 0 10,000 VP32-001 Irish Ridge Connection 70,000 0 0 70,000 VP32-002 Gordon Ridge Property Land Conservation 3,800,000 3,750,000 0 7,550,000 VP39-001 Lower San Gregorio Creek Watershed Land Conservation 32,000 0 0 32,000 None District-wide purchase options and low-value Land Fund 300,000 300,000 300,000 900,000 Total $5,071,512 $4,060,000 $300,000 $9,431,512 *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. 51Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 52 Section III • Budget and Action Plan FY2019-20 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 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. FY2019-20 SCOPE Pursue land exchange agreement with Cal Water to improve trail connections between Huddart Park and Teague Hill Open Space Preserve, and support the protection of the Bear Creek watershed. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 23,000 23,000 0 0 0 46,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $23,000 $23,000 $0 $0 $0 $46,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 23,000 23,000 0 0 0 46,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $23,000 $23,000 $0 $0 $0 $46,000 53Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Lot Line Adjustment and Property Transfer – Purisima Upland Project #: MAA03-001 Fund: 30 – Measure AA Capital PROJECT DESCRIPTION Pursue land transfer to complete the Purisima-to-the-Sea corridor. FY2019-20 SCOPE File record of survey map with the County of San Mateo to finalize the land transfer. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $845 $0 $1,232 $0 $0 $0 $2,077 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 389,366 30,000 5,500 0 0 0 424,866 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 3,000 0 0 0 3,000 Grand Total $390,211 $30,000 $9,732 $0 $0 $0 $429,943 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 390,211 30,000 9,732 0 0 0 429,943 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $390,211 $30,000 $9,732 $0 $0 $0 $429,943 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 54 Section III • Budget and Action Plan FY2019-20 LAND ACQUISITION AND PRESERVATION Purisima Upland Site Cleanup 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 transfered Purisima Upland property entry. FY2019-20 SCOPE Complete site cleanup and begin restoration efforts. Implement roads as identified by erosion assessment. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $3,884 $0 $21,280 $0 $0 $0 $25,164 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 65,271 0 0 0 0 0 65,271 8201–Architect/Engineering Services 0 0 5,000 0 0 0 5,000 8202–Environmental/Planning Services 0 10,000 15,000 0 0 0 25,000 8203–Inspection/Construction Monitoring 0 0 10,000 0 0 0 10,000 8204–Permitting Fees 0 0 5,000 0 0 0 5,000 8205–Construction 0 0 360,000 0 0 0 360,000 Grand Total $69,155 $10,000 $416,280 $0 $0 $0 $495,435 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 69,155 10,000 416,280 0 0 0 495,435 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $69,155 $10,000 $416,280 $0 $0 $0 $495,435 55Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Twin Creeks Land Conservation Project #: MAA23-007 Fund: 30 – Measure AA Capital PROJECT DESCRIPTION Pursue land purchase opportunity of the Twin Creeks property, including site cleanup and demolition of structures. FY2019-20 SCOPE Continue Vegetation Rapid Assessment, invasive and rare plant surveys. Create IPM plan for high priority plants, and review long-term bat management. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $3,465 $33,935 $0 $0 $0 $0 $37,400 5000-7000–Service & Supplies 729 0 0 0 0 0 729 8101–Real Estate Services 2,906,257 0 0 0 0 0 2,906,257 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 24,205 0 0 0 0 24,205 8203–Inspection/Construction Monitoring 0 28,905 0 0 0 0 28,905 8204–Permitting Fees 152 0 0 0 0 0 152 8205–Construction 2,769 740,659 10,000 10,000 0 0 763,428 Grand Total $2,913,372 $827,704 $10,000 $10,000 $0 $0 $3,761,076 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 2,163,372 827,704 10,000 10,000 0 0 3,011,076 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 750,000 0 0 0 0 0 750,000 Grand Total $2,913,372 $827,704 $10,000 $10,000 $0 $0 $3,761,076 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 56 Section III • Budget and Action Plan FY2019-20 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 POST as an addition to the Miramontes Ridge Open Space Preserve. FY2019-20 SCOPE In partnership with POST, complete lot line adjustment in preparation for purchase of Johnston Uplands property. Purchase property and enter into grazing lease. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 60,000 22,000 0 0 0 82,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $60,000 $22,000 $0 $0 $0 $82,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 60,000 22,000 0 0 0 82,000 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $60,000 $22,000 $0 $0 $0 $82,000 57Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION South Cowell Upland Land Conservation Project #: VP03-002 Fund: 40 – General Fund Capital PROJECT DESCRIPTION In partnership with POST, pursue land purchase to provide improved staging and trail access for the Purisima-to-the- Sea Regional Trail corridor. FY2019-20 SCOPE In partnership with POST, submit lot line adjustment to the County of San Mateo. Assess land conservation, regional trail connections and natural resource values. Evaluate site for staging and trail access. Begin development of a conservation grazing plan. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 37,500 0 0 0 37,500 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $37,500 $0 $0 $0 $37,500 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 37,500 0 0 0 37,500 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $37,500 $0 $0 $0 $37,500 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 58 Section III • Budget and Action Plan FY2019-20 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. FY2019-20 SCOPE Complete purchase of Woodruff Creek property in Upper San Gregorio Creek Watershed. Continue to pursue Mindego Creek purchase opportunities. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 2,180,000 23,000 0 0 0 2,203,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $2,180,000 $23,000 $0 $0 $0 $2,203,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 2,180,000 0 0 0 0 2,180,000 40–General Fund Capital 0 0 23,000 0 0 0 23,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $2,180,000 $23,000 $0 $0 $0 $2,203,000 59Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Cloverdale Ranch Land Opportunity Project #: VP13-001 Fund: 40 – General Fund Capital PROJECT DESCRIPTION Complete the property’s existing conditions assessment and report, and identify additional improvements and restoration projects for POST 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. FY2019-20 SCOPE Complete existing conditions assessment, develop preliminary land and resource management goals and develop a public outreach plan for the Cloverdale Ranch property. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 60,000 TBD TBD TBD 60,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $60,000 TBD TBD TBD $60,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 60,000 TBD TBD TBD 60,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $60,000 TBD TBD TBD $60,000 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 60 Section III • Budget and Action Plan FY2019-20 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. FY2019-20 SCOPE Pursue purchase opportunity in Oil Creek at Long Ridge Open Space Preserve. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 20,000 20,000 0 0 0 40,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $20,000 $20,000 $0 $0 $0 $40,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 20,000 20,000 0 0 0 40,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $20,000 $20,000 $0 $0 $0 $40,000 61Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Watershed Protection Opportunity – Numerous Open Space Preserves Project #: VP15-003 Fund: 40 – General Fund Capital PROJECT DESCRIPTION Pursue land purchase opportunity to protect the Los Gatos, Guadalupe, and Saratoga Creek regionally significant watersheds at Sierra Azul, Bear Creek Redwoods, El Sereno, and Saratoga Gap Open Space Preserves. FY2019-20 SCOPE Pursue land purchase opportunity to protect the Los Gatos Creek, Guadalupe, and Saratoga Creek watersheds. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 15,000 105,000 0 0 0 120,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $15,000 $105,000 $0 $0 $0 $120,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 15,000 105,000 0 0 0 120,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $15,000 $105,000 $0 $0 $0 $120,000 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 62 Section III • Budget and Action Plan FY2019-20 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 land owners to purchase property and trail easements to connect El Sereno Open Space Preserve to Sanborn County Park and protect wildlife corridors at El Sereno Open Space Preserve. FY2019-20 SCOPE Continue to negotiate with property owners to provide property rights for wildlife and trail corridors. Conduct site analysis, gather support on connections, and coordinate with Santa Clara County Parks. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 1,500 0 0 0 0 1,500 8101–Real Estate Services 0 35,000 33,000 0 0 0 68,000 8201–Architect/Engineering Services 0 36,000 0 0 0 0 36,000 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $72,500 $33,000 $0 $0 $0 $105,500 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 72,500 33,000 0 0 0 105,500 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $72,500 $33,000 $0 $0 $0 $105,500 63Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION El 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. FY2019-20 SCOPE Pursue trail easement or lot line adjustment for trail connection to Sanborn County Park. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 25,000 0 0 0 25,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $25,000 $0 $0 $0 $25,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 25,000 0 0 0 25,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $25,000 $0 $0 $0 $25,000 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 64 Section III • Budget and Action Plan FY2019-20 LAND ACQUISITION AND PRESERVATION Highway 17 Land Conservation Project #: VP20-002 Fund: 40 – General Fund Capital PROJECT DESCRIPTION Pursue land purchase as addition to El Sereno Open Space Preserve to support the Highway 17 Bay Area Ridge Trail Crossing. FY2019-20 SCOPE Negotiate purchase of property to implement the Highway 17 Trail Crossing Project. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 27,000 0 0 0 27,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $27,000 $0 $0 $0 $27,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 27,000 0 0 0 27,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $27,000 $0 $0 $0 $27,000 65Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Sierra Azul Rancho de Guadalupe Land Conservation Project #: VP24-001 Fund: 40 – General Fund Capital PROJECT DESCRIPTION Pursue land purchase opportunity to grow Midpen’s contiguous greenbelt in the Rancho de Guadalupe area of Sierra Azul Open Space Preserve. FY2019-20 SCOPE Pursue new land purchase opportunities as they become available. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 15,000 38,000 0 0 0 53,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $15,000 $38,000 $0 $0 $0 $53,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 15,000 38,000 0 0 0 53,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $15,000 $38,000 $0 $0 $0 $53,000 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 66 Section III • Budget and Action Plan FY2019-20 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 Santa Clara Valley Water District (SCVWD) for license to use Pheasant and Hicks Road intersection as a staging area for Guadalupe Dam repairs in exchange for SCVWD’s construction of a public parking lot for accessing the Rancho de Guadalupe area of Sierra Azul Open Space Preserve. FY2019-20 SCOPE Complete exchange agreement with SCVWD to support repairs to the Guadalupe Reservoir Dam and construction of the Rancho de Guadalupe parking lot at Pheasant and Hicks Road. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 10,000 0 0 0 10,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $10,000 $0 $0 $0 $10,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 10,000 0 0 0 10,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $10,000 $0 $0 $0 $10,000 67Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION 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. FY2019-20 SCOPE Pursue land purchase opportunity in upper Herbert Creek and along the Loma Prieta ridgeline. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 10,000 10,000 0 0 0 20,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $10,000 $10,000 $0 $0 $0 $20,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 10,000 10,000 0 0 0 20,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $10,000 $10,000 $0 $0 $0 $20,000 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 68 Section III • Budget and Action Plan FY2019-20 LAND ACQUISITION AND PRESERVATION Irish Ridge Connection Project #: VP32-001 Fund: 40 – General Fund 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. FY2019-20 SCOPE Submit lot line adjustment to the County of San Mateo. Assess land conservation, regional trail connections and natural resource values. Purchase property. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 49,868 70,000 0 0 0 119,868 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $49,868 $70,000 $0 $0 $0 $119,868 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 49,868 70,000 0 0 0 119,868 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $49,868 $70,000 $0 $0 $0 $119,868 69Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Gordon Ridge Property Land Conservation Project #: VP32-002 Fund: 40 – General Fund Capital PROJECT DESCRIPTION Pursue land purchase partnership opportunity to protect the Lower San Gregorio watershed and preserve local agriculture as an addition to Tunitas Creek Open Space Preserve. FY2019-20 SCOPE Pursue land purchase partnership opportunity to protect the Lower San Gregorio watershed and preserve local agriculture as an addition to Tunitas Creek Open Space Preserve. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 3,800,000 3,750,000 0 0 7,550,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $3,800,000 $3,750,000 $0 $0 $7,550,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 3,800,000 3,750,000 0 0 7,550,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $3,800,000 $3,750,000 $0 $0 $7,550,000 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 70 Section III • Budget and Action Plan FY2019-20 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. FY2019-20 SCOPE Continue to pursue partnerships to protect water resources and agricultural lands in the Lower San Gregorio watershed, including survey of riparian corridor, and drafting of a conservation easement for the riparian area. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 5,234 34,000 32,000 0 0 0 71,234 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $5,234 $34,000 $32,000 $0 $0 $0 $71,234 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 5,234 34,000 32,000 0 0 0 71,234 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $5,234 $34,000 $32,000 $0 $0 $0 $71,234 71Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Natural Resource Protection and Restoration Project#Project Name FY2019-20 FY2020-21 FY2021-22 3-Year Total 61008 Los Trancos–Page Mill Eucalyptus Removal $109,250 $0 $0 $109,250 80003-10 Wildland Fire Program Development 441,000 276,000 311,000 1,028,000 80034-44 Programmatic Permitting 495,000 55,000 15,000 565,000 80054 Badger/Burrowing Owl Habitat Assessment 82,800 72,275 0 155,075 80056 Cherry Springs Lake Infrastructure Operations Plan 10,000 10,000 0 20,000 80057 Climate Action Plan Implementation 86,000 21,000 21,000 128,000 80060 Marbled Murrelet Recovery Planning 32,500 32,500 32,500 97,500 80063 San Mateo County Vegetation Map 39,200 39,200 33,600 112,000 80065 IPM Implementation of Santa Clara Valley Water District Grant 100,000 200,000 200,000 500,000 MAA03-003 Purisima Creek Fence Construction, Purisima Creek Redwoods 54,800 0 0 54,800 MAA05-002 Upper La Honda Creek Grazing Infrastructure 155,750 54,338 0 210,088 MAA09-003 Russian Ridge Mindego Pond Improvement 663,434 0 0 663,434 MAA20-001 Wildlife Corridor: Highway 17 Crossing 63,593 20,000 50,000 133,593 MAA21-007 Bear Creek Redwoods Preserve Plan Invasive Weed Treatment and Restoration 176,807 120,000 0 296,807 MAA21-008 Bear Creek Redwoods–Ponds Restoration and Water Rights 393,393 0 0 393,393 MAA21-010 Bear Creek Redwoods Landfill Characterization and Remediation 207,142 100,000 0 307,142 MAA21-012 Bear Creek Redwoods Tree Restoration 101,893 10,000 10,000 121,893 MAA22-001 Hendrys Creek Property Land Restoration 67,077 0 0 67,077 VP04-002 El Corte de Madera Creek Watershed Protection Plan Sediment Science 56,500 0 0 56,500 VP15-002 Restoration Forestry Demonstration Project 80,000 200,000 40,000 320,000 VP15-004 Lower San Gregorio Floodplain Restoration 20,000 15,000 10,000 45,000 VP32-003 Toto Ponds Management Planning 140,000 100,000 200,000 440,000 Total $3,576,139 $1,325,313 $923,100 $5,824,552 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 Archaeological Resource Survey, Assessment, Curation Catalog and curate existing collections, survey known and unrecorded sites, provide on-call assessments. Natural Resources Formation of Science Advisory Panel Formation of a Scientific Advisory Panel to inform Midpen land management decisions. Natural Resources Phytophthora Research Research phytosphere (soil) diseases and develop BMPs for Midpen.Natural Resources 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 Wildlife and Livestock Protection Policy Implementation of Wildlife and Livestock Protection Program.Natural Resources Wildlife updates to Maintenance and Ranger Operations Manuals Update wildlife guidance in Maintenance and Ranger Operations Manuals. Natural Resources Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 72 Section III • Budget and Action Plan FY2019-20 NATURAL RESOURCE PROTECTION AND RESTORATION Los Trancos – Page Mill Eucalyptus Removal Project #: 61008 Fund: 40 – General Fund Capital PROJECT DESCRIPTION This project will 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. 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. FY2019-20 SCOPE Continue tree removal and site restoration. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 20,000 109,250 0 0 0 129,250 Grand Total $0 $20,000 $109,250 $0 $0 $0 $129,250 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 20,000 109,250 0 0 0 129,250 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $20,000 $109,250 $0 $0 $0 $129,250 73Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Wildland Fire Program Development Project #: 80003-10 Fund: 10 – General Fund Operating PROJECT DESCRIPTION Develop wildland fire program for Midpen lands and hire consultants to design program and prepare environmental review. FY2019-20 SCOPE Develop Wildland Fire Program description. Begin CEQA documentation. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 29,533 127,370 441,000 276,000 311,000 3,000 1,187,903 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $29,533 $127,370 $441,000 $276,000 $311,000 $3,000 $1,187,903 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $29,533 $127,370 $441,000 $276,000 $311,000 $3,000 $1,187,903 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $29,533 $127,370 $441,000 $276,000 $311,000 $3,000 $1,187,903 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 74 Section III • Budget and Action Plan FY2019-20 NATURAL RESOURCE PROTECTION AND RESTORATION Programmatic 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. FY2019-20 SCOPE Prepare and submit permit applications to the Army Corps of Engineers, USFWS (through the Corps), State Historic Office of Preservation (through the Corps), SF Regional Water Quality Control Board, and, potentially amend existing permits with the California Department of Fish and Wildlife. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 13,123 125,000 495,000 55,000 15,000 0 703,123 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $13,123 $125,000 $495,000 $55,000 $15,000 $0 $703,123 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $13,123 $125,000 $495,000 $55,000 $15,000 $0 $703,123 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $13,123 $125,000 $495,000 $55,000 $15,000 $0 $703,123 75Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Badger/Burrowing Owl Habitat Assessment Project #: 80054 Fund: 10 – General Fund Operating PROJECT DESCRIPTION Develop a Request for Proposal Quote/Qualification (RFPQ) and award consultant services to provide expertise in the management of grasslands and upland habitat for badger and burrowing owl. Provide a detailed habitat suitability assessment (District wide) 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). FY2019-20 SCOPE Continue assessment study to inform next phases of the project, including development of management recommendations. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 100,000 82,800 72,275 0 0 255,075 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $100,000 $82,800 $72,275 $0 $0 $255,075 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $100,000 $82,800 $72,275 $0 $0 $255,075 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $100,000 $82,800 $72,275 $0 $0 $255,075 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 76 Section III • Budget and Action Plan FY2019-20 NATURAL RESOURCE PROTECTION AND RESTORATION Cherry Springs Lake Infrastructure Operations Plan Project #: 80056 Fund: 10 – General Fund Operating PROJECT DESCRIPTION Develop operational plan for the Cherry Springs water system at Sierra Azul Open Space Preserve. FY2019-20 SCOPE Complete operational plan. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 25,000 10,000 10,000 0 0 45,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $25,000 $10,000 $10,000 $0 $0 $45,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $25,000 $10,000 $10,000 $0 $0 $45,000 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $25,000 $10,000 $10,000 $0 $0 $45,000 77Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Climate Action Plan Implementation Project #: 80057 Fund: 10 – General Fund Operating PROJECT DESCRIPTION The Climate Action Plan identifies strategies and actions to reduce Midpen’s greenhouse gas emissions 20% by 2022, 40% by 2030, and 80% by 2050. Many departments are involved in implementing those changes, which may be new CIAP or operating projects or changes to existing practices. FY2019-20 SCOPE Coordinate year one implementation of greenhouse gas emission reductions as part of the adopted Climate Action Plan (e.g. alternative commute incentives, purchase of electric maintenance equipment, LED lighting in field offices, and carbon offset purchases). Additional CIAP projects are underway to support Climate Action Plan Implementation. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 73,000 86,000 21,000 21,000 21,000 222,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $73,000 $86,000 $21,000 $21,000 $21,000 $222,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $73,000 $86,000 $21,000 $21,000 $21,000 $222,000 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $73,000 $86,000 $21,000 $21,000 $21,000 $222,000 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 78 Section III • Budget and Action Plan FY2019-20 NATURAL RESOURCE PROTECTION AND RESTORATION Marbled Murrelet Recovery Planning Project #: 80060 Fund: 10 – General Fund Operating PROJECT DESCRIPTION Assist in the development of recovery plans and assess species presence and habitat distribution and quality on Midpen lands. Identify and fund priority science, management, and recovery actions. Work with California State Parks and other partners to develop Santa Cruz Mountains Landscape Management Plan for Marbled Murrelet. Evaluate use of alternative monitoring methods, including acoustic recording units. Progress on Habitat Suitability Study led by State Parks anticipated in FY2018-19. Surveys at La Honda Creek and Purisima Creek Redwoods require two years, to begin in FY2018-19. If additional sites are selected, two years are also required, beginning in FY2019-20. FY2019-20 SCOPE Oversee La Honda Creek surveys by consultant and additional sites surveyed by consultant (year one of two). Purchase, deploy and analyze acoustic units. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 30,000 32,500 32,500 32,500 32,500 160,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $30,000 $32,500 $32,500 $32,500 $32,500 $160,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $30,000 $32,500 $32,500 $32,500 $32,500 $160,000 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $30,000 $32,500 $32,500 $32,500 $32,500 $160,000 79Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION San 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 (GGNPC) 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. FY2019-20 SCOPE Collaborate with partners to complete vegetation map by collecting and processing data. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 50,000 39,200 39,200 33,600 0 162,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $50,000 $39,200 $39,200 $33,600 $0 $162,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $50,000 $39,200 $39,200 $33,600 $0 $162,000 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $50,000 $39,200 $39,200 $33,600 $0 $162,000 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 80 Section III • Budget and Action Plan FY2019-20 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 Santa Clara Valley Water District Integrated Pest Management (IPM) grant to include invasive plant removal at Bear Creek Redwoods, Rancho San Antonio and Picchetti Ranch Open Space Preserves. FY2019-20 SCOPE Oversee contractor to implement IPM on high priority weeds in riparian areas at three preserves. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 100,000 200,000 200,000 200,000 700,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $100,000 $200,000 $200,000 $200,000 $700,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 100,000 200,000 200,000 200,000 700,000 Grand Total $0 $0 $100,000 $200,000 $200,000 $200,000 $700,000 81Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Purisima Creek Fence Construction, Purisima Creek Redwoods Project #: MAA03-003 Fund: 30 – Measure AA Capital PROJECT DESCRIPTION Construct a livestock boundary fence on the eastern section of the Bluebrush area at Purisima Creek Redwoods Open Space Preserve to support Midpen’s conservation grazing program. FY2019-20 SCOPE Complete construction of a new boundary fence on eastern property line per survey. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 9,750 18,000 0 0 0 27,750 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 85,610 36,800 0 0 0 122,410 Grand Total $0 $95,360 $54,800 $0 $0 $0 $150,160 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 95,360 54,800 0 0 0 150,160 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $95,360 $54,800 $0 $0 $0 $150,160 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 82 Section III • Budget and Action Plan FY2019-20 NATURAL RESOURCE PROTECTION AND RESTORATION Upper La Honda Creek Grazing Infrastructure Project #: MAA05-002 Fund: 30 – Measure AA Capital PROJECT DESCRIPTION Provide a water source for cattle in the upper section of Pastures 3 and 4 at McDonald Ranch for adequate rotation of livestock in support of Midpen’s conservation grazing program. FY2019-20 SCOPE Clean and repair existing springbox and connect water line to a cattle trough in Pasture 3 and Pasture 4 of McDonald Ranch. Includes bio monitoring. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 28,750 0 0 0 28,750 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 30,000 2,300 0 0 32,300 8204–Permitting Fees 0 0 5,000 0 0 0 5,000 8205–Construction 30,915 0 92,000 52,038 0 0 174,953 Grand Total $30,915 $0 $155,750 $54,338 $0 $0 $241,003 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 30,915 0 155,750 54,338 0 0 241,003 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $30,915 $0 $155,750 $54,338 $0 $0 $241,003 83Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION 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. FY2019-20 SCOPE Complete design, permitting, and construction of pond improvements. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $136 $15,930 $13,434 $0 $0 $0 $29,500 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 25,000 0 0 0 25,000 8203–Inspection/Construction Monitoring 0 10,000 50,000 0 0 0 60,000 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 265,000 575,000 0 0 0 840,000 Grand Total $136 $290,930 $663,434 $0 $0 $0 $954,500 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 136 290,930 663,434 0 0 0 954,500 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $136 $290,930 $663,434 $0 $0 $0 $954,500 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 84 Section III • Budget and Action Plan FY2019-20 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. FY2019-20 SCOPE Complete Project Study Report (PSR) and initiate Project Approval and Environmental Document (PAED) with Caltrans. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $23,579 $13,593 $0 $0 $0 $37,172 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 2,485 0 0 0 0 0 2,485 8201–Architect/Engineering Services 94,389 85,000 21,000 0 0 0 200,389 8202–Environmental/Planning Services 12,410 5,000 29,000 20,000 50,000 20,000 136,410 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 87,236 0 0 0 0 0 87,236 Grand Total $196,520 $113,579 $63,593 $20,000 $50,000 $20,000 $463,692 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 196,520 113,579 63,593 20,000 50,000 20,000 463,692 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $196,520 $113,579 $63,593 $20,000 $50,000 $20,000 $463,692 85Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Bear Creek Redwoods Preserve Plan Invasive Weed Treatment and Restoration Project #: MAA21-007 Fund: 30 – Measure AA Capital PROJECT DESCRIPTION Implement targeted treatments under the Integrated Pest Management (IPM) Plan to control invasive weed populations at Bear Creek Redwoods, and facilitate opening the preserve for public access. Implement second year of targeted weed treatments at Bear Creek Redwoods to restore native habitats along roads and trails. Project is expected to require five years of treatment before habitats are restored to maintenance levels. FY2019-20 SCOPE Complete year three of invasive weed management in all areas. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $1,226 $6,807 $0 $0 $0 $8,033 5000-7000–Service & Supplies 553 0 0 0 0 0 553 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 501,125 317,450 170,000 120,000 0 0 1,108,575 Grand Total $501,678 $318,676 $176,807 $120,000 $0 $0 $1,117,161 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 394,636 118,676 76,807 70,000 0 0 660,119 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 107,042 200,000 100,000 50,000 0 0 457,042 Grand Total $501,678 $318,676 $176,807 $120,000 $0 $0 $1,117,161 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 86 Section III • Budget and Action Plan FY2019-20 NATURAL RESOURCE PROTECTION AND RESTORATION Bear Creek Redwoods – Ponds Restoration and Water Rights Project #: MAA21-008 Fund: 30 – Measure AA Capital PROJECT DESCRIPTION Implement priority pond restoration work and secure water rights, monitoring and reporting for the property. FY2019-20 SCOPE Continue to coordinate with regulatory agencies for permits. Once permits are in hand, start construction of culvert and site improvements. Continue mitigation implementation. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $388 $17,445 $11,893 $0 $0 $0 $29,726 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 126,288 35,328 17,000 0 0 0 178,616 8202–Environmental/Planning Services 0 15,000 20,000 0 0 0 35,000 8203–Inspection/Construction Monitoring 0 0 65,000 0 0 0 65,000 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 80,000 279,500 0 0 0 359,500 Grand Total $126,676 $147,773 $393,393 $0 $0 $0 $667,842 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 126,676 147,773 72,771 0 0 0 347,220 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 320,622 0 0 0 320,622 Grand Total $126,676 $147,773 $393,393 $0 $0 $0 $667,842 87Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Bear Creek Redwoods Landfill Characterization and Remediation Project #: MAA21-010 Fund: 30 – Measure AA Capital PROJECT DESCRIPTION Conduct investigation to assess and characterize old landfill for potential toxic substances, develop remediation plan and CEQA analysis, and implement remediation to facilitate opening BCR Phase II trails for public access. FY2019-20 SCOPE Prepare remediation plan, regulatory review, permitting, and CEQA review. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $7,142 $0 $0 $0 $7,142 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 60,000 200,000 100,000 0 0 360,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $60,000 $207,142 $100,000 $0 $0 $367,142 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 60,000 207,142 100,000 0 0 367,142 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $60,000 $207,142 $100,000 $0 $0 $367,142 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 88 Section III • Budget and Action Plan FY2019-20 NATURAL RESOURCE PROTECTION AND RESTORATION Bear Creek Redwoods Tree Restoration Project #: MAA21-012 Fund: 30 – Measure AA Capital PROJECT DESCRIPTION Tree mitigation planting for Phase I public access projects. FY2019-20 SCOPE Oversee contractor(s) to implement tree removal and mitigation plantings. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $1,893 $0 $0 $0 $1,893 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 100,000 10,000 10,000 0 120,000 Grand Total $0 $0 $101,893 $10,000 $10,000 $0 $121,893 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 101,893 10,000 10,000 0 121,893 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $101,893 $10,000 $10,000 $0 $121,893 89Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Hendrys Creek Property Land Restoration Project #: MAA22-001 Fund: 30 – Measure AA Capital PROJECT DESCRIPTION Implement habitat improvements along 0.75-mile of Hendrys Creek and tributaries within the freshwater wetland mitigation easement held by Santa Clara Valley Water District (Valley Water). The project is funded in part by Valley Water Wildlife Habitat Restoration Program (Project D3) grant. FY2019-20 SCOPE Implement Phase II plant installation, maintenance, and monitoring. Continue implementing California Department of Fish and Wildlife permit conditions and annual monitoring/reporting to regulatory agencies. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $1,430 $105,023 $17,077 $0 $0 $0 $123,530 5000-7000–Service & Supplies 197 0 0 0 0 0 197 8101–Real Estate Services 4,762 0 0 0 0 0 4,762 8201–Architect/Engineering Services 13,045 0 0 0 0 0 13,045 8202–Environmental/Planning Services 73,381 19,271 0 0 0 0 92,652 8203–Inspection/Construction Monitoring 0 71,250 0 0 0 0 71,250 8204–Permitting Fees 14,839 0 0 0 0 0 14,839 8205–Construction 15,540 326,000 50,000 0 0 0 391,540 Grand Total $123,194 $521,544 $67,077 $0 $0 $0 $711,815 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 56,083 251,193 28,077 0 0 0 335,353 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 67,111 270,351 39,000 0 0 0 376,462 Grand Total $123,194 $521,544 $67,077 $0 $0 $0 $711,815 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 90 Section III • Budget and Action Plan FY2019-20 NATURAL RESOURCE PROTECTION AND RESTORATION El Corte de Madera Creek Watershed Protection Plan Sediment Science Project #: VP04-002 Fund: 10 – General Fund Operating PROJECT DESCRIPTION Study instream sediment to produce scientific report and analysis of the recently completed watershed protection program. Reassess sediment monitoring pools, install stream gauges and data loggers, and measure sediment transport and storage in pools. Two to three years of data needed. FY2019-20 SCOPE Survey sediment in pools as part of year three of work. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 1,351 66,000 56,500 0 0 0 123,851 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 81,427 0 0 0 0 0 81,427 Grand Total $82,778 $66,000 $56,500 $0 $0 $0 $205,278 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $82,778 $66,000 $56,500 $0 $0 $0 $205,278 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $82,778 $66,000 $56,500 $0 $0 $0 $205,278 91Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Restoration Forestry Demonstration Project Project #: VP15-002 Fund: 10 – General Fund Operating PROJECT DESCRIPTION Develop pilot project to restore and enhance forest habitat on Midpen open space preserves. Facilitates implementation of MAA Portfolio 15–Regional Redwood Protection and Salmon Fishery Conservation. FY2019-20 SCOPE Complete CEQA review of the La Honda Creek Forest Management Plan. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 80,000 200,000 40,000 0 320,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $80,000 $200,000 $40,000 $0 $320,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $80,000 $200,000 $40,000 $0 $320,000 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $80,000 $200,000 $40,000 $0 $320,000 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 92 Section III • Budget and Action Plan FY2019-20 NATURAL RESOURCE PROTECTION AND RESTORATION Lower San Gregorio Floodplain Restoration Project #: VP15-004 Fund: 40 – General Fund Capital PROJECT DESCRIPTION Feasibility assessment for floodplain restoration along San Gregorio Creek. FY2019-20 SCOPE Complete conceptual design and cost estimation for floodplain restoration. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 20,000 15,000 10,000 0 45,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $20,000 $15,000 $10,000 $0 $45,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 20,000 15,000 10,000 0 45,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $20,000 $15,000 $10,000 $0 $45,000 93Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Toto Ponds Management Planning Project #: VP32-003 Fund: 40 – General Fund Capital PROJECT DESCRIPTION Investigate and apply for water rights and develop bridging documents in order to support continued use of the property for grazing. FY2019-20 SCOPE Investigate and apply for water rights and develop bridging documents. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 140,000 100,000 200,000 50,000 490,000 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $140,000 $100,000 $200,000 $50,000 $490,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 140,000 100,000 200,000 50,000 490,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $140,000 $100,000 $200,000 $50,000 $490,000 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 94 Section III • Budget and Action Plan FY2019-20 Public Access, Education and Outreach Project#Project Name FY2019-20 FY2020-21 FY2021-22 3-Year Total 31901 ADA Barrier Removal $255,000 $1,075,000 TBD $1,330,000 40011 Website Re-design 100,000 0 0 100,000 MAA02-001 Cooley Landing Interpretive Facilities Design and Implementation 35,000 30,000 25,000 90,000 MAA02-002 Ravenswood Bay Trail Design and Implementation 1,976,760 1,646,250 0 3,623,010 MAA04-004 El Corte de Madera Oljon Trail Implementation 61,236 0 0 61,236 MAA05-008 La Honda Creek White Barn Structural Rehabilitation 216,214 234,750 0 450,964 MAA05-009 La Honda Creek Redwood Cabin Stabilization and Assessment 246,233 213,750 0 459,983 MAA06-002 Hawthorns Public Access Site Plan and CEQA 124,060 TBD TBD 124,060 MAA07-011 Lower La Honda Creek Phase II Loop Trails 173,555 405,000 340,000 918,555 MAA10-001 Alpine Road Regional Trail, Coal Creek 236,033 166,750 2,965,000 3,367,783 MAA11-002 Rancho San Antonio–Deer Hollow Farm–White Barn Rehabilitation 143,890 454,000 0 597,890 MAA17-002 Lyson’s Dispositions at Monte Bello 426,487 0 0 426,487 MAA17-004 Stevens Creek Nature Trail Bridges, Monte Bello 34,401 0 0 34,401 MAA18-002 Saratoga-to-Sea Regional Trail Connection 550,000 550,000 0 1,100,000 MAA20-002 Bay Area Ridge Trail Highway 17 Crossing 61,056 28,000 50,000 139,056 MAA21-003 Bear Creek Redwoods Water System 8,095 TBD TBD 8,095 MAA21-004 Bear Creek Stables Site Plan Implementation 553,147 TBD TBD 553,147 MAA21-005 Bear Creek Redwoods Public Access 618,931 1,850,000 590,000 3,058,931 MAA21-006 Bear Creek Redwoods–Alma College Cultural Landscape Rehabilitation Project 945,854 3,360,200 0 4,306,054 MAA21-011 Phase II Trail Improvements, Bear Creek Redwoods OSP 277,250 320,000 730,000 1,327,250 MAA22-004 Beatty Parking Area and Trail Connections 404,544 605,250 645,500 1,655,294 MAA23-004 Mount Umunhum Summit Restoration, Parking, and Landing Zone 35,000 30,000 10,000 75,000 VP05-002 La Honda Creek Parking and Trailhead Access Feasibility Study (former Red Barn) 25,000 0 0 25,000 VP11-001 Rancho San Antonio (RSA) Multimodal Access Study 56,000 TBD TBD 56,000 VP20-001 Highway 17 Area Regional Trail Connections 37,500 100,000 75,000 212,500 VP23-002 Traffic Study for Mt. Umunhum Road 173,000 0 0 173,000 VP33-001 Purisima Creek Redwoods Bridge 1 Redecking 59,500 0 0 59,500 VP38-001 Cooley Landing Park Business and Operation Plan 150,000 0 0 150,000 Total $7,983,746 $11,068,950 $5,430,500 $24,483,196 OPERATING PROJECTS The table below lists operating projects by name, and includes the project purpose and lead department. Project Name Project Purpose Lead Department 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 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, Ohlone-Portola Heritage Trail, SamTrans Dumbarton Corridor Bike-Ped Feasibility, etc. Planning and Real Property Stevens Creek Trail Signage Install new trail signage for Stevens Creek Trail, to provide consistent signage across jurisdictions. Planning 95Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH ADA Barrier Removal Project #: 31901 Fund: 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. FY2019-20 SCOPE Initiate first round of barrier removals. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 14,000 30,000 0 0 0 44,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 110,000 10,000 0 0 120,000 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 15,000 15,000 0 0 30,000 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 100,000 1,050,000 0 0 1,150,000 Grand Total $0 $14,000 $255,000 $1,075,000 $ TBD $0 $1,344,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $14,000 $30,000 $0 $0 $0 $44,000 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 225,000 1,075,000 0 0 1,300,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $14,000 $255,000 $1,075,000 $ TBD $0 $1,344,000 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 96 Section III • Budget and Action Plan FY2019-20 PUBLIC ACCESS, EDUCATION AND OUTREACH Website Re-design Project #: 40011 Fund: 10 – General Fund Operating PROJECT DESCRIPTION Update current website structure and design and migrate website to updated Drupal 8 platform. FY2019-20 SCOPE Update current website structure and design and migrate website to updated Drupal 8 platform. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 100,000 0 0 0 100,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $100,000 $0 $0 $0 $100,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $100,000 $0 $0 $0 $100,000 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $100,000 $0 $0 $0 $100,000 97Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Cooley Landing Interpretive Facilities Design and Implementation Project #: MAA02-001 Fund: 30 – Measure AA Capital PROJECT DESCRIPTION Working in partnership with City of East Palo Alto, complete the final phases of Cooley Landing Park – Phases IV and V. Midpen’s Board approved a maximum contribution to the City of $1.25 million. Project expenses beyond this include restoration efforts at Cooley Landing and Ravenswood Open Space Preserve. FY2019-20 SCOPE Complete habitat restoration work. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 183,037 53,000 0 0 0 0 236,037 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 52,149 1,039,852 35,000 30,000 25,000 0 1,182,001 Grand Total $235,186 $1,092,852 $35,000 $30,000 $25,000 $0 $1,418,038 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 235,186 1,092,852 35,000 30,000 25,000 0 1,418,038 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $235,186 $1,092,852 $35,000 $30,000 $25,000 $0 $1,418,038 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 98 Section III • Budget and Action Plan FY2019-20 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. FY2019-20 SCOPE Complete construction and open trail. Begin site mitigation planting. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $20,418 $16,975 $75,510 $0 $0 $0 $112,903 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 30,850 0 0 0 0 0 30,850 8201–Architect/Engineering Services 329,810 135,000 75,000 0 0 0 539,810 8202–Environmental/Planning Services 41,185 172,000 100,000 0 0 0 313,185 8203–Inspection/Construction Monitoring 7,763 5,000 0 40,000 0 0 52,763 8204–Permitting Fees 2,310 71,000 70,000 0 0 0 143,310 8205–Construction 29,538 0 1,656,250 1,606,250 0 0 3,292,038 Grand Total $461,874 $399,975 $1,976,760 $1,646,250 $0 $0 $4,484,859 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 232,253 117,222 551,849 828,207 0 0 1,729,531 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 229,621 282,753 1,424,911 818,043 0 0 2,755,328 Grand Total $461,874 $399,975 $1,976,760 $1,646,250 $0 $0 $4,484,859 99Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH El Corte de Madera Oljon Trail Implementation Project #: MAA04-004 Fund: 30 – Measure AA Capital PROJECT DESCRIPTION Completion of Phase III and IV of the Oljon Trail connecting Steam Donkey Trail to the Springboard Trail, which is the final trail construction/restoration associated with the Watershed Protection Program. FY2019-20 SCOPE Complete final project phase by decommissioning a portion of Steam Donkey Trail. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $110,500 $236,872 $28,736 $0 $0 $0 $376,108 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 11,552 11,500 10,000 0 0 0 33,052 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 12,037 16,100 2,500 0 0 0 30,637 8204–Permitting Fees 8,191 0 0 0 0 0 8,191 8205–Construction 113,860 66,250 20,000 0 0 0 200,110 Grand Total $256,140 $330,722 $61,236 $0 $0 $0 $648,098 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 256,140 330,722 61,236 0 0 0 648,098 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $256,140 $330,722 $61,236 $0 $0 $0 $648,098 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 100 Section III • Budget and Action Plan FY2019-20 PUBLIC ACCESS, EDUCATION AND OUTREACH La Honda Creek White Barn Structural Rehabilitation Project #: MAA05-008 Fund: 30 – Measure AA Capital PROJECT DESCRIPTION A qualified architectural historian will assess the condition and historical significance of the white barn and redwood cabin. The assessment will also include the potential significance of nearby structures and related landscape features such as fencing. A structural engineer will assess the integrity of the building to determine the need for structural improvements and/or repairs. Biological consultant to assess the structures for nesting birds, bats, and rats to inform inspections and species requirements for structural improvements. FY2019-20 SCOPE Complete site assessment, geotechnical investigation, archaeological survey, structural stabilization design and biological monitoring. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $3,777 $9,714 $0 $0 $0 $13,491 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 14,699 50,000 94,000 36,000 0 0 194,699 8202–Environmental/Planning Services 0 10,000 20,000 20,000 0 0 50,000 8203–Inspection/Construction Monitoring 0 0 20,000 30,000 0 0 50,000 8204–Permitting Fees 0 0 15,000 5,000 0 0 20,000 8205–Construction 0 0 57,500 143,750 0 0 201,250 Grand Total $14,699 $63,777 $216,214 $234,750 $0 $0 $529,440 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 14,699 63,777 216,214 234,750 0 0 529,440 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $14,699 $63,777 $216,214 $234,750 $0 $0 $529,440 101Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH La Honda Creek Redwood Cabin Stabilization and Assessment Project #: MAA05-009 Fund: 30 – Measure AA Capital PROJECT DESCRIPTION Structural evaluation and stabilization of the La Honda Creek redwood cabin. FY2019-20 SCOPE Complete site assessment, geotechnical investigation, archaeological survey, structural stabilization design and biological monitoring. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $14,733 $0 $0 $0 $14,733 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 34,500 127,000 28,000 0 0 189,500 8202–Environmental/Planning Services 0 0 12,000 12,000 0 0 24,000 8203–Inspection/Construction Monitoring 0 0 20,000 30,000 0 0 50,000 8204–Permitting Fees 0 0 15,000 0 0 0 15,000 8205–Construction 0 0 57,500 143,750 0 0 201,250 Grand Total $0 $34,500 $246,233 $213,750 $0 $0 $494,483 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 34,500 246,233 213,750 0 0 494,483 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $34,500 $246,233 $213,750 $0 $0 $494,483 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 102 Section III • Budget and Action Plan FY2019-20 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. FY2019-20 SCOPE Continue coordination with Town of Portola Valley on permitting and community engagement process on proposed Alpine Road trail widening and site plan development. Initiate CEQA process. Begin work on biological assessments, parking area, and trail alignment. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $6,460 $0 $0 $0 $6,460 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 5,000 0 0 0 5,000 8201–Architect/Engineering Services 0 0 44,500 0 0 0 44,500 8202–Environmental/Planning Services 0 47,716 65,100 0 0 0 112,816 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 3,000 0 0 0 3,000 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $47,716 $124,060 $ TBD $ TBD $0 $171,776 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 47,716 124,060 0 0 0 171,776 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $47,716 $124,060 $ TBD $ TBD $0 $171,776 103Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Lower La Honda Creek Phase II Loop Trails 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. FY2019-20 SCOPE Submit permits and design trails for Master Plan Trail 6–La Honda Creek Loop Trails. Pending board approval, develop signage and brochures. Concurrently, perform pre-planning and field investigations for opportunities and constraints associated with potential trail routes that would connect from the La Honda Creek Loop Trails in the south. Key deliverable is a summary of conceptual trail route options that would connect to the central portion of the preserve, and would be used for future trail assessments and design in FY2020-21. Other trail connections are pending identification of a new parking area in the preserve. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $15,000 $28,555 $250,000 $250,000 $0 $543,555 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 33,000 0 0 0 0 33,000 8201–Architect/Engineering Services 27,058 100,100 30,000 15,000 15,000 0 187,158 8202–Environmental/Planning Services 0 24,000 80,000 35,000 15,000 0 154,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 15,000 35,000 5,000 0 0 55,000 8205–Construction 0 0 0 100,000 60,000 0 160,000 Grand Total $27,058 $187,100 $173,555 $405,000 $340,000 $0 $1,132,713 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 27,058 187,100 173,555 405,000 340,000 0 1,132,713 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $27,058 $187,100 $173,555 $405,000 $340,000 $0 $1,132,713 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 104 Section III • Budget and Action Plan FY2019-20 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. FY2019-20 SCOPE Work with the County of San Mateo on MOU and future transfer rights. Continue design and construction work, with biomonitoring and county permitting assistance. Work with the County of San Mateo to secure Measure K funding. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $13,558 $22,283 $8,000 $10,000 $0 $53,841 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 4,286 0 0 0 0 0 4,286 8201–Architect/Engineering Services 17,663 120,000 80,000 81,000 65,000 0 363,663 8202–Environmental/Planning Services 0 44,750 110,000 20,000 0 0 174,750 8203–Inspection/Construction Monitoring 0 5,000 0 2,000 50,000 0 57,000 8204–Permitting Fees 0 0 23,750 5,750 15,000 0 44,500 8205–Construction 0 0 0 50,000 2,825,000 0 2,875,000 Grand Total $21,949 $183,308 $236,033 $166,750 $2,965,000 $0 $3,573,040 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 21,949 183,308 236,033 166,750 2,965,000 0 3,573,040 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $21,949 $183,308 $236,033 $166,750 $2,965,000 $0 $3,573,040 105Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Rancho San Antonio – 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. FY2019-20 SCOPE Conduct CEQA review. Complete design and initiate construction work, with biomonitoring and bat deterrent (if needed). Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $5,827 $23,890 $0 $0 $0 $29,717 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 29,511 35,000 105,000 0 0 0 169,511 8202–Environmental/Planning Services 0 0 10,000 10,000 0 0 20,000 8203–Inspection/Construction Monitoring 0 10,000 0 22,000 0 0 32,000 8204–Permitting Fees 0 0 5,000 2,000 0 0 7,000 8205–Construction 0 0 0 420,000 0 0 420,000 Grand Total $29,511 $50,827 $143,890 $454,000 $0 $0 $678,228 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 29,511 15,827 143,890 124,000 0 0 313,228 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 35,000 0 330,000 0 0 365,000 Grand Total $29,511 $50,827 $143,890 $454,000 $0 $0 $678,228 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 106 Section III • Budget and Action Plan FY2019-20 PUBLIC ACCESS, EDUCATION AND OUTREACH Lyson’s Dispositions at Monte Bello Project #: MAA17-002 Fund: 30 – Measure AA Capital PROJECT DESCRIPTION This project will improve public safety by removing hazardous structures and debris from vacant land and allow the opening of the regional Stevens Creek Trail corridor to public access. Project scope includes remediation, demolition and removal of uninhabitable structures, and site grading to reduce potential impacts to stream system. The design will be performed by a geotechnical and/or civil engineering consultant for grading of the site caused by recent landslides on the property. FY2019-20 SCOPE Finalize permits, complete demolition and restore site. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $6,815 $0 $20,237 $0 $0 $0 $27,052 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 35,000 0 0 0 35,000 8202–Environmental/Planning Services 2,485 0 15,000 0 0 0 17,485 8203–Inspection/Construction Monitoring 0 0 25,000 0 0 0 25,000 8204–Permitting Fees 0 0 15,000 0 0 0 15,000 8205–Construction 0 0 316,250 0 0 0 316,250 Grand Total $9,300 $0 $426,487 $0 $0 $0 $435,787 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 9,300 0 426,487 0 0 0 435,787 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $9,300 $0 $426,487 $0 $0 $0 $435,787 107Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Stevens Creek Nature Trail Bridges, Monte Bello Project #: MAA17-004 Fund: 30 – Measure AA Capital PROJECT DESCRIPTION Replace a deteriorating bridge located between Stevens Creek bridge crossing and the Canyon Trail. Also scope and conduct environmental review for a new bridge on the Stevens Creek Nature Trail to replace a ford crossing that can be impassable during winter. FY2019-20 SCOPE Finish construction and continue biomonitoring, revegetation reseeding, and plant maintenance. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $7,834 $117,512 $4,401 $0 $0 $0 $129,747 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 9,561 0 2,500 0 0 0 12,061 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 1,642 112,800 7,500 0 0 0 121,942 8204–Permitting Fees 749 0 0 0 0 0 749 8205–Construction 24,663 120,000 20,000 0 0 0 164,663 Grand Total $44,449 $350,312 $34,401 $0 $0 $0 $429,162 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 44,449 350,312 34,401 0 0 0 429,162 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $44,449 $350,312 $34,401 $0 $0 $0 $429,162 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 108 Section III • Budget and Action Plan FY2019-20 PUBLIC ACCESS, EDUCATION AND OUTREACH Saratoga-to-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). FY2019-20 SCOPE Continue to provide technical and financial support. Anticipate City desires to complete design and start permitting in FY2019-20 to prepare for first phase of construction (trail work) in FY2019-20 and second phase of construction (bridge construction) in FY2020-21. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 265,000 0 0 0 0 265,000 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 550,000 550,000 0 0 1,100,000 Grand Total $0 $265,000 $550,000 $550,000 $0 $0 $1,365,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 265,000 550,000 550,000 0 0 1,365,000 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $265,000 $550,000 $550,000 $0 $0 $1,365,000 109Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Bay Area Ridge Trail Highway 17 Crossing Project #: MAA20-002 Fund: 30 – Measure AA Capital PROJECT DESCRIPTION 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 (PSR). Once reviewed, alternatives will undergo environmental analysis and permitting prior to construction, all in close alignment with Highway 17 Wildlife Crossing #MAA20-001. FY2019-20 SCOPE Once Caltrans has reviewed the PSR developed by Midpen and consultants, initiate Project Approval and Environmental Document (PAED) with Caltrans. Review preferred project under CEQA (and potentially NEPA to qualify for federal funding) following outcome of Caltrans documentation review. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $317 $1,970 $1,056 $0 $0 $0 $3,343 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 105,000 21,000 8,000 0 0 134,000 8202–Environmental/Planning Services 0 0 39,000 20,000 50,000 20,000 129,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $317 $106,970 $61,056 $28,000 $50,000 $20,000 $266,343 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 317 106,970 61,056 28,000 50,000 20,000 266,343 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $317 $106,970 $61,056 $28,000 $50,000 $20,000 $266,343 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 110 Section III • Budget and Action Plan FY2019-20 PUBLIC ACCESS, EDUCATION AND OUTREACH Bear Creek Redwoods Water System Project #: MAA21-003 Fund: 30 – Measure AA Capital PROJECT DESCRIPTION Evaluate long-term water needs and implement water infrastructure improvements for Bear Creek Stables operation. FY2019-20 SCOPE Implement final Board approved decision for Bear Creek Redwoods Stables water infrastructure improvements. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $33,806 $5,648 $8,095 $0 $0 $0 $47,549 5000-7000–Service & Supplies 58,067 0 0 0 0 0 58,067 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 57,003 0 0 0 0 0 57,003 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 1,275 0 0 0 0 0 1,275 8205–Construction 40,999 0 0 0 0 0 40,999 Grand Total $191,150 $5,648 $8,095 $ TBD $ TBD $0 $204,893 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 191,150 5,648 8,095 0 0 0 204,893 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $191,150 $5,648 $8,095 $ TBD $ TBD $0 $204,893 111Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Bear Creek Stables Site Plan Implementation Project #: MAA21-004 Fund: 30 – Measure AA Capital PROJECT DESCRIPTION Implement Phase I of Bear Creek Stables site plan. FY2019-20 SCOPE Implement final Board-approved decision for Bear Creek Redwoods Stables site plan improvements. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $7,554 $121 $14,147 $0 $0 $0 $21,822 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 274,521 130,000 385,000 0 0 0 789,521 8202–Environmental/Planning Services 0 10,000 10,000 0 0 0 20,000 8203–Inspection/Construction Monitoring 0 0 58,000 0 0 0 58,000 8204–Permitting Fees 0 0 86,000 0 0 0 86,000 8205–Construction 0 0 0 0 0 0 0 Grand Total $282,075 $140,121 $553,147 $ TBD $ TBD $0 $975,343 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 282,075 140,121 553,147 0 0 0 975,343 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $282,075 $140,121 $553,147 $ TBD $ TBD $0 $975,343 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 112 Section III • Budget and Action Plan FY2019-20 PUBLIC ACCESS, EDUCATION AND OUTREACH Bear Creek Redwoods Public Access Project #: MAA21-005 Fund: 30 – Measure AA Capital PROJECT DESCRIPTION Design, secure permits, and construct new parking lot. Upgrade trail and install visitor-serving amenities. Open Upper Lake area and western preserve to the public. FY2019-20 SCOPE Fulfill mitigation requirements (tree farm restoration), and submit final construction payments for new parking lot, continue bat mitigation, construct Upper Lake overflow and pond stair access and submit permit application for Phase II Undercrossing Project. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $251,147 $195,527 $53,931 $0 $0 $0 $500,605 5000-7000–Service & Supplies 4,772 18,000 0 0 0 0 22,772 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 502,450 285,000 125,000 70,000 0 0 982,450 8202–Environmental/Planning Services 118,373 214,000 25,000 20,000 0 0 377,373 8203–Inspection/Construction Monitoring 39,962 85,428 40,000 10,000 10,000 0 185,390 8204–Permitting Fees 22,024 5,000 125,000 20,000 0 0 172,024 8205–Construction 567,207 3,223,651 250,000 1,730,000 580,000 0 6,350,858 Grand Total $1,505,935 $4,026,606 $618,931 $1,850,000 $590,000 $0 $8,591,472 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 1,505,935 4,026,606 403,199 1,850,000 590,000 0 8,375,740 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 215,732 0 0 0 215,732 Grand Total $1,505,935 $4,026,606 $618,931 $1,850,000 $590,000 $0 $8,591,472 113Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Bear Creek Redwoods – Alma College Cultural Landscape Rehabilitation Project 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. FY2019-20 SCOPE Complete construction documents and obtain demolition/building permits; release RFB and award construction contract; complete bat deterrence and hazardous material abatement; begin structure demolition, mothballing, and site improvements. Continue to develop interpretive materials, complete Preservation Maintenance Plan. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $61,448 $56,461 $39,054 $0 $0 $0 $156,963 5000-7000–Service & Supplies 8,865 0 0 0 0 0 8,865 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 368,113 270,500 90,000 15,000 0 0 743,613 8202–Environmental/Planning Services 188,280 50,000 19,500 20,000 0 0 277,780 8203–Inspection/Construction Monitoring 21,111 4,890 32,500 50,000 0 0 108,501 8204–Permitting Fees 1,720 15,000 15,000 0 0 0 31,720 8205–Construction 43,287 50,000 749,800 3,275,200 0 0 4,118,287 Grand Total $692,824 $446,851 $945,854 $3,360,200 $0 $0 $5,445,729 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 692,824 446,851 945,854 3,360,200 0 0 5,445,729 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $692,824 $446,851 $945,854 $3,360,200 $0 $0 $5,445,729 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 114 Section III • Budget and Action Plan FY2019-20 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 to public access. FY2019-20 SCOPE Staff will work with a consultant team to evaluate and design improvements for a portion of the Bear Creek Redwoods Phase II trail network. This includes the Briggs Creek Trail, Alma College Loop Trail, Stables Loop Trail, and a segment of the multi-use trail. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 25,000 150,000 240,000 50,000 0 465,000 8202–Environmental/Planning Services 0 0 30,000 0 0 0 30,000 8203–Inspection/Construction Monitoring 0 0 0 0 25,000 25,000 50,000 8204–Permitting Fees 0 0 47,250 5,000 0 0 52,250 8205–Construction 0 0 50,000 75,000 655,000 750,000 1,530,000 Grand Total $0 $25,000 $277,250 $320,000 $730,000 $775,000 $2,127,250 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 25,000 0 0 0 0 25,000 Grants/Partnerships/Other 0 0 277,250 320,000 730,000 775,000 2,102,250 Grand Total $0 $25,000 $277,250 $320,000 $730,000 $775,000 $2,127,250 115Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH 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 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. FY2019-20 SCOPE Continue environmental review and preliminary permitting. Initiate schematic design development. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $26,544 $15,000 $125,500 $112,900 $279,944 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 80,000 265,000 236,000 165,000 5,000 751,000 8202–Environmental/Planning Services 0 35,000 73,000 20,000 30,000 30,000 188,000 8203–Inspection/Construction Monitoring 0 0 0 20,000 25,000 68,000 113,000 8204–Permitting Fees 0 0 40,000 103,000 0 0 143,000 8205–Construction 0 0 0 211,250 300,000 2,618,750 3,130,000 Grand Total $0 $115,000 $404,544 $605,250 $645,500 $2,834,650 $4,604,944 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 115,000 373,638 586,250 545,500 2,834,650 4,455,038 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 30,906 19,000 100,000 0 149,906 Grand Total $0 $115,000 $404,544 $605,250 $645,500 $2,834,650 $4,604,944 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 116 Section III • Budget and Action Plan FY2019-20 PUBLIC ACCESS, EDUCATION AND OUTREACH Mount Umunhum Summit Restoration, Parking & Landing Zone Project #: MAA23-004 Fund: 30 – Measure AA Capital PROJECT DESCRIPTION Completion of Mount Umunhum Summit public access improvements, interpretive elements and native planting. Construction is complete and only purchase and installation of native plants is in progress. FY2019-20 SCOPE Purchase and install native plants in Phase II of Mount Umunhum Summit. Install signage at summit. Summary of Estimated Costs Prior Year Actuals FY2018- 19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $154,599 $0 $0 $0 $0 $0 $154,599 5000-7000–Service & Supplies 23,917 0 0 0 0 0 23,917 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 278,187 0 0 0 0 0 278,187 8202–Environmental/Planning Services 34,374 0 0 0 0 0 34,374 8203–Inspection/Construction Monitoring 430,038 0 0 0 0 0 430,038 8204–Permitting Fees 24,042 0 0 0 0 0 24,042 8205–Construction 9,373,691 40,000 35,000 30,000 10,000 0 9,488,691 Grand Total $10,318,848 $40,000 $35,000 $30,000 $10,000 $0 $10,433,848 Funding Source Prior Year Actuals FY2018- 19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 9,748,848 40,000 35,000 30,000 10,000 0 9,863,848 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 570,000 0 0 0 0 0 570,000 Grand Total $10,318,848 $40,000 $35,000 $30,000 $10,000 $0 $10,433,848 117Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH La Honda Creek Parking and Trailhead Access Feasibility Study (former Red Barn) Project #: VP05-002 Fund: 10 – General Fund Operating PROJECT DESCRIPTION Pending formation of a Public Access Working Group, conduct a preliminary assessment of alternate sites at La Honda Creek Open Space Preserve for a parking area and trailhead to provide public access to the central area of the preserve. FY2019-20 SCOPE Scope pending outcome of Parking Feasibility Study. Form a working group (see Public Access Working Group) and conduct a preliminary assessment of alternate sites for a parking area and trailhead. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 25,000 0 0 0 25,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $25,000 $0 $0 $0 $25,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $25,000 $0 $0 $0 $25,000 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $25,000 $0 $0 $0 $25,000 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 118 Section III • Budget and Action Plan FY2019-20 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. Currently underway, this project would provide significant benefits for recreational users and leverage partnerships. FY2019-20 SCOPE Complete study, then prioritize solutions and next steps. Implement initial short term measures to address high- priority demand. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 56,000 0 0 0 56,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $56,000 $ TBD $ TBD $0 $56,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $56,000 $0 $0 $0 $56,000 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $56,000 $ TBD $ TBD $0 $56,000 119Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Highway 17 Area Regional Trail Connections Project #: VP20-001 Fund: 40 – General Fund Capital PROJECT DESCRIPTION Identify, plan, and construct feasible trail connections for the Ridge Trail and other local trail routes from the Highway 17 Regional Trail Crossing location, providing east/west and north/south trail connections to existing trails. This project is separate, but associated with Highway 17 Wildlife Crossing and Ridge Trail Crossing (MAA20-002). FY2019-20 SCOPE Pending the outcome of the selected Highway 17 Regional Trail Crossing location, begin development of conceptual trail alignment. Initiate environmental review. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 8,883 0 0 0 0 0 8,883 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 34,000 10,500 25,000 0 0 69,500 8202–Environmental/Planning Services 0 0 27,000 75,000 10,000 0 112,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 65,000 0 65,000 8205–Construction 0 0 0 0 0 0 0 Grand Total $8,883 $34,000 $37,500 $100,000 $75,000 $0 $255,383 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 8,883 34,000 37,500 100,000 75,000 0 255,383 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $8,883 $34,000 $37,500 $100,000 $75,000 $0 $255,383 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 120 Section III • Budget and Action Plan FY2019-20 PUBLIC ACCESS, EDUCATION AND OUTREACH Traffic Study for Mt. Um Road Project #: VP23-002 Fund: 10 – General Fund Operating PROJECT DESCRIPTION Finalize traffic study and implement selected signage, striping, and pavement improvements. FY2019-20 SCOPE Implement selected signage, striping, and pavement improvements. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 173,000 0 0 0 173,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $173,000 $0 $0 $0 $173,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $173,000 $0 $0 $0 $173,000 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $173,000 $0 $0 $0 $173,000 121Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Purisima Creek Redwoods Bridge 1 Redecking Project #: VP33-001 Fund: 40 – General Fund Capital PROJECT DESCRIPTION This project will maintain vehicular and visitor access across Purisima Creek. Staff to replace vehicle bridge decking and install new rails, strip bridge down to railcar structural support, and rebuild entire bridge superstructure, including new decking and railings. A contractor will be required to remove lead paint from railcar structure. FY2019-20 SCOPE Complete redecking. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 1,403 0 0 0 0 0 1,403 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 15,419 3,000 11,000 0 0 0 29,419 8204–Permitting Fees 0 0 2,500 0 0 0 2,500 8205–Construction 4,000 20,000 46,000 0 0 0 70,000 Grand Total $20,822 $23,000 $59,500 $0 $0 $0 $103,322 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 20,822 23,000 59,500 0 0 0 103,322 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $20,822 $23,000 $59,500 $0 $0 $0 $103,322 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 122 Section III • Budget and Action Plan FY2019-20 PUBLIC ACCESS, EDUCATION AND OUTREACH Cooley Landing Park Business and Operation Plan Project #: VP38-001 Fund: 10 – General Fund Operating PROJECT DESCRIPTION Continue to support the City of East Palo Alto’s efforts to recruit and select an operator to provide environmental stewardship programing at Cooley Landing that is reflective of the community’s culture. Midpen will provide funding for the development of a business and operating plan for the preferred operator. FY2019-20 SCOPE Partner with City of East Palo Alto to complete development of a business and operating plan for Cooley Landing Park. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 50,000 0 150,000 0 0 0 200,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $50,000 $0 $150,000 $0 $0 $0 $200,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $150,000 $0 $0 $0 $150,000 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 50,000 0 0 0 0 0 50,000 Grand Total $50,000 $0 $150,000 $0 $0 $0 $200,000 123Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Infrastructure (Vehicles, Equipment, Facilities) and Other Project#Project Name FY2019-20 FY2020-21 FY2021-22 3-Year Total 31202 Administrative Office (AO) Facility $623,744 $3,566,223 $19,481,942 $23,671,909 31601 South Area Field Office 1,302,976 3,164,326 0 4,467,302 35004 Sierra Azul Ranger Residence 100,000 895,000 0 995,000 50004 Budget Management Software 90,042 0 0 90,042 51701 Work Order & Asset Management System 75,000 95,000 0 170,000 51703 Real Property Database 55,000 55,000 0 110,000 61002 Russian Ridge–Quam Residence Driveway Improvement 473,300 0 0 473,300 61006 Big Dipper Ranch Spring Work, Skyline Ridge 48,750 0 0 48,750 61009 Russian Ridge–Bergman Residences Reconstruction 327,050 0 0 327,050 61010 Toto Ranch Well Drilling and Construction, Tunitas Creek 200,800 0 0 200,800 61011 Install Solar Panels at Skyline Field Office 150,000 0 0 150,000 61012 Toto Barn Roof Repair 101,750 0 0 101,750 61013 Toto Ranch Perimeter Fence Repair 174,225 0 0 174,225 65406 Radio Replacement for Ranger Staff and Patrol Vehicles 410,000 0 0 410,000 65407 Radio System Assessment and Upgrade 56,000 640,000 523,000 1,219,000 VP06-001 Hawthorns Historic Complex Partnership and Lease 48,000 36,000 0 84,000 VP07-002 Agricultural Workforce Housing–La Honda Creek 400,000 457,000 0 857,000 VP23-001 Mt. Umunhum–Radar Tower 2nd Assessment 223,750 TBD 0 223,750 None Vehicle and Machinery/Equipment Purchases 727,500 869,000 977,000 2,619,500 Total $5,587,887 $9,777,549 $20,981,942 $36,347,378 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 Basic Policy Update An update to the Basic Policy to incorporate the Coastal Annexation Area.Planning Citation Management System Scoping a citation management system; includes RFP process.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 Historic Resources Policy Development Review existing policies, guidelines and practices and prepare or amend policies accordingly Planning Legislative Initiatives Support legislation to further the District's mission.Public Affairs Nature Center Web Camera Install an aerial and underwater pond web camera at the Daniels Nature Center to stream live on Midpen’s website, to enhance public education. Visitor Services Records Management To prepare for Midpen’s move to a new office building in spring 2022, staff will digitize and clean up paper files. General Manager’s Office San Mateo County Master Permit Develop a Master Permit with San Mateo County to streamline project implementation General Manager’s Office SharePoint–Document Management System Continue building out Midpen’s SharePoint platform on Office 365.Information Systems and Technology South Area Outpost Driveway Repaving Repave driveway from Pheasant to South Area Outpost.Land and Facilities Services Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 124 Section III • Budget and Action Plan FY2019-20 INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER Administrative Office (AO) Facility Project #: 31202 Fund: 40 – General Fund Capital PROJECT DESCRIPTION Prepare 5050 El Camino as the new administrative office. FY2019-20 SCOPE Complete design development, initiate environmental review, start construction documents, and manage tenants. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 68,910 0 0 0 0 0 68,910 8101–Real Estate Services 0 31,550,100 0 0 0 0 31,550,100 8201–Architect/Engineering Services 66,232 600,000 512,133 683,223 17,942 0 1,879,530 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 33,000 64,000 0 97,000 8204–Permitting Fees 0 0 111,611 109,500 0 0 221,111 8205–Construction 0 0 0 2,740,500 18,400,000 0 21,140,500 8301–Furniture 0 0 0 0 1,000,000 0 1,000,000 Grand Total $135,142 $32,150,100 $623,744 $3,566,223 $19,481,942 $0 $55,957,151 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 135,142 32,150,100 623,744 3,566,223 19,481,942 0 55,957,151 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $135,142 $32,150,100 $623,744 $3,566,223 $19,481,942 $0 $55,957,151 125Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER South Area Field Office 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 Measure AA project delivery, and further enhance service delivery. FY2019-20 SCOPE Secure permits, select contractor and initiate construction. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 $0 8101–Real Estate Services 41,483 0 0 0 0 0 41,483 8201–Architect/Engineering Services 70,865 246,600 57,787 19,263 0 0 394,515 8202–Environmental/Planning Services 0 0 0 0 0 0 $0 8203–Inspection/Construction Monitoring 0 0 32,250 10,750 0 0 43,000 8204–Permitting Fees 0 36,000 16,689 5,563 0 0 58,252 8205–Construction 0 1,000 1,030,000 3,100,000 0 0 4,131,000 8301–Furniture 0 0 86,250 28,750 0 0 115,000 8303–Computer Equipment 0 0 80,000 0 0 0 80,000 Grand Total $112,348 $283,600 $1,302,976 $3,164,326 $0 $0 $4,863,250 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 112,348 283,600 1,302,976 3,164,326 0 0 4,863,250 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $112,348 $283,600 $1,302,976 $3,164,326 $0 $0 $4,863,250 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 126 Section III • Budget and Action Plan FY2019-20 INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER 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. FY2019-20 SCOPE Begin design, permitting, and construction. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 52,019 87,000 35,000 20,000 0 0 194,019 8202–Environmental/Planning Services 8,682 13,000 0 0 0 0 21,682 8203–Inspection/Construction Monitoring 0 10,000 0 0 0 0 10,000 8204–Permitting Fees 0 0 15,000 40,000 0 0 55,000 8205–Construction 0 0 50,000 835,000 0 0 885,000 Grand Total $60,701 $110,000 $100,000 $895,000 $0 $0 $1,165,701 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 60,701 110,000 100,000 895,000 0 0 1,165,701 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $60,701 $110,000 $100,000 $895,000 $0 $0 $1,165,701 127Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER Budget Management Software Project #: 50004 Fund: 10 – General Fund Operating PROJECT DESCRIPTION Evaluate, acquire, and implement budget management software to help Midpen develop and manage the annual Budget and Action Plan efficiently and with greater transparency. FY2019-20 SCOPE Select a vendor and implement system. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 90,042 0 0 0 90,042 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $90,042 $0 $0 $0 $90,042 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $90,042 $0 $0 $0 $90,042 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $90,042 $0 $0 $0 $90,042 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 128 Section III • Budget and Action Plan FY2019-20 INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER Work Order & 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. FY2019-20 SCOPE Refine system for Land and Facilities department. Phase I Natural Resources Implementation: Design, build, and pilot one business workflow that allows Natural Resources to review and approve Land and Facilities services work orders. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 64,975 126,000 75,000 95,000 0 0 360,975 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $64,975 $126,000 $75,000 $95,000 $0 $0 $360,975 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $64,975 $126,000 $75,000 $95,000 $0 $0 $360,975 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $64,975 $126,000 $75,000 $95,000 $0 $0 $360,975 129Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER Real Property Database Project #: 51703 Fund: 10 – General Fund Operating PROJECT DESCRIPTION The IST strategic plan recommends upgrading legacy data management systems to modern software platforms that increase functionality, reporting accuracy, integration, and user experience. The current real property database, created over 12 years ago, is a legacy system. To follow strategic plan recommendations, a new real property database will be implemented in FY2019-20 and FY2020-21. This will be an enterprise geographic information system (E-GIS) integrated data management system, capable of providing reports on all aspects of Midpen’s land transactions. FY2019-20 SCOPE Select a vendor and begin implementation. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 55,000 55,000 0 0 110,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $55,000 $55,000 $0 $0 $110,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $55,000 $55,000 $0 $0 $110,000 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $55,000 $55,000 $0 $0 $110,000 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 130 Section III • Budget and Action Plan FY2019-20 INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER Russian Ridge – Quam Residence Driveway Improvement Project #: 61002 Fund: 40 – General Fund Capital PROJECT DESCRIPTION This project will repair and rerock the driveway from the edge of the chip seal section through 20000 Skyline Blvd (Bergman) to 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. FY2019-20 SCOPE Complete driveway improvements. Biomonitoring to be performed. Midpen to determine whether to complete improvements to Quam residence based on add-alternate bids received for this section of the driveway. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 200 0 0 0 0 200 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 13,870 23,000 5,300 0 0 0 42,170 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 23,000 54,000 0 0 0 77,000 8204–Permitting Fees 0 2,300 0 0 0 0 2,300 8205–Construction 0 26,500 414,000 0 0 0 440,500 Grand Total $13,870 $75,000 $473,300 $0 $0 $0 $562,170 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 13,870 75,000 473,300 0 0 0 562,170 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $13,870 $75,000 $473,300 $0 $0 $0 $562,170 131Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER Big Dipper Ranch Spring Work, Skyline Ridge Project #: 61006 Fund: 40 – General Fund Capital PROJECT DESCRIPTION This project will increase the water yield for the ranch water system to provide sufficient water to the residence and the conservation grazing operation. FY2019-20 SCOPE Complete repairs to the water system. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 15,000 0 0 0 15,000 8204–Permitting Fees 0 0 5,000 0 0 0 5,000 8205–Construction 0 0 28,750 0 0 0 28,750 Grand Total $0 $0 $48,750 $0 $0 $0 $48,750 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 48,750 0 0 0 48,750 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $48,750 $0 $0 $0 $48,750 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 132 Section III • Budget and Action Plan FY2019-20 INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER Russian Ridge – Bergman Residences Reconstruction Project #: 61009 Fund: 40 – General Fund Capital PROJECT DESCRIPTION This project will perform cleanup of the Bergman housing complex, prepare drawings, and warrant the Main, Old, Guest and Carriage 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. FY2019-20 SCOPE Complete Phase III of residence upgrades. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 1,000 0 0 0 0 1,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 30,213 13,800 5,750 0 0 0 49,763 8202–Environmental/Planning Services 0 12,775 0 0 0 0 12,775 8203–Inspection/Construction Monitoring 0 20,700 37,250 0 0 0 57,950 8204–Permitting Fees 0 11,500 2,300 0 0 0 13,800 8205–Construction 32,220 283,000 281,750 0 0 0 596,970 Grand Total $62,433 $342,775 $327,050 $0 $0 $0 $732,258 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 62,433 342,775 327,050 0 0 0 732,258 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $62,433 $342,775 $327,050 $0 $0 $0 $732,258 133Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER Toto Ranch Well Drilling and Construction, Tunitas Creek Project #: 61010 Fund: 40 – General Fund Capital PROJECT DESCRIPTION To provide a consistent water source for the Toto residence, this project will locate, drill and plumb a well. The current water source for the house is a seasonal spring that has been unreliable. FY2019-20 SCOPE Complete permitting and construction of well and water system. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 400 0 0 0 0 400 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 28,750 0 0 0 28,750 8202–Environmental/Planning Services 0 5,750 5,750 0 0 0 11,500 8203–Inspection/Construction Monitoring 0 4,000 20,000 0 0 0 24,000 8204–Permitting Fees 0 2,300 17,500 0 0 0 19,800 8205–Construction 0 21,000 128,800 0 0 0 149,800 Grand Total $0 $33,450 $200,800 $0 $0 $0 $234,250 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 33,450 200,800 0 0 0 234,250 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $33,450 $200,800 $0 $0 $0 $234,250 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 134 Section III • Budget and Action Plan FY2019-20 INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER 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. FY2019-20 SCOPE Research and install solar panels at the Skyline Field Office. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 10,000 0 0 0 10,000 8205–Construction 0 0 140,000 0 0 0 140,000 Grand Total $0 $0 $150,000 $0 $0 $0 $150,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 150,000 0 0 0 150,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $150,000 $0 $0 $0 $150,000 135Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER Toto Barn Roof Repair Project #: 61012 Fund: 40 – General Fund Capital PROJECT DESCRIPTION Repair roof on the Toto Ranch barn. FY2019-20 SCOPE Complete repairs to barn roof. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 7,500 0 0 0 7,500 8204–Permitting Fees 0 0 8,000 0 0 0 8,000 8205–Construction 0 0 86,250 0 0 0 86,250 Grand Total $0 $0 $101,750 $0 $0 $0 $101,750 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 101,750 0 0 0 101,750 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $101,750 $0 $0 $0 $101,750 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 136 Section III • Budget and Action Plan FY2019-20 INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER Toto Ranch Perimeter Fence Repair Project #: 61013 Fund: 40-General Fund Capital PROJECT DESCRIPTION Repair and replace a perimeter fence at Toto Ranch to support Midpen’s conservation grazing program. FY2019-20 SCOPE Complete repair, coordinating with a biomonitor for oversight of the project. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 23,000 0 0 0 23,000 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 151,225 0 0 0 151,225 Grand Total $0 $0 $174,225 $0 $0 $0 $174,225 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 174,225 0 0 0 174,225 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $174,225 $0 $0 $0 $174,225 137Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER Radio Replacement for Ranger Staff and Patrol Vehicles Project #: 65406 Fund: 40 – General Fund Capital PROJECT DESCRIPTION Replace 40 portable and 40 mobile radios with dual-band radios with trunking capabilities to give Midpen patrol staff the ability to communicate with partner agencies during emergency response situations. Repurpose old radios to be used by administrative and maintenance staff as these positions do not require direct communications with emergency responders. To help defer cost of this upgrade, research the availability of grants and consider selling some of the surplus units. FY2019-20 SCOPE Replace 40 portable and 40 mobile radios with dual-band radios with trunking capabilities. Repurpose old radios to be used by administrative and maintenance staff. To help defer cost of this upgrade, research the availability of grants and consider selling some of the surplus units. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 8304–Communications/Network Infrastructure & Equipment 0 0 410,000 0 0 0 410,000 Grand Total $0 $0 $410,000 $0 $0 $0 $410,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 410,000 0 0 0 410,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $410,000 $0 $0 $0 $410,000 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 138 Section III • Budget and Action Plan FY2019-20 INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER 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. FY2019-20 SCOPE Research options for radio improvements. Begin assessments of radio systems and process of additional FCC licenses and communications sites. Create design and recommendations for upgrade. Begin to develop a request for proposals. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 56,000 266,000 133,000 0 455,000 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 8304–Communications/Network Infrastructure & Equipment 0 0 0 374,000 390,000 0 764,000 Grand Total $0 $0 $56,000 $640,000 $523,000 $0 $1,219,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 56,000 640,000 523,000 0 1,219,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $56,000 $640,000 $523,000 $0 $1,219,000 139Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER Hawthorns Historic Complex Partnership and Lease Project #: VP06-001 Fund: 20 – Hawthorns Fund PROJECT DESCRIPTION Investigate and potentially develop partnership for long-term reuse, care and maintenance of historic complex. Determine the viability of the proposed partnership with the potential partner (Partner). If viable, retain an historic preservation/architectural consultant to evaluate the Partner’s proposed plans for rehabilitation and reuse of the historic complex. Coordinate with Peninsula Open Space Trust (POST) on the development proposal review and consistency with the conservation easement. FY2019-20 SCOPE Review proposed rehabilitation and reuse proposal with Planning and Natural Resources Committee and Board. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 42,000 0 0 0 42,000 8202–Environmental/Planning Services 0 0 6,000 36,000 0 0 42,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $48,000 $36,000 $0 $0 $84,000 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 48,000 36,000 0 0 84,000 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $48,000 $36,000 $0 $0 $84,000 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 140 Section III • Budget and Action Plan FY2019-20 INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER 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. FY2019-20 SCOPE Finalize design and secure permits; begin construction. Biomonitoring to be performed. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 25,739 50,000 106,000 0 0 0 181,739 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 21,800 51,000 0 0 0 72,800 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 25,000 243,000 457,000 0 0 725,000 Grand Total $25,739 $96,800 $400,000 $457,000 $0 $0 $979,539 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 25,739 96,800 400,000 457,000 0 0 979,539 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $25,739 $96,800 $400,000 $457,000 $0 $0 $979,539 141Section III • Budget and Action Plan FY2019-20 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER Mt. Umunhum – Radar Tower 2nd Assessment Project #: VP23-001 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. FY2019-20 SCOPE Complete assessment, obtain Board approval on scope of work (future costs beyond FY2019-20 to be determined) and begin construction documents. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 4,704 0 0 0 0 0 4,704 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 330,651 176,500 163,750 0 0 0 670,901 8202–Environmental/Planning Services 0 25,000 0 0 0 0 25,000 8203–Inspection/Construction Monitoring 13,352 0 15,000 0 0 0 28,352 8204–Permitting Fees 0 0 45,000 0 0 0 45,000 8205–Construction 28,100 0 0 0 0 0 28,100 Grand Total $376,807 $201,500 $223,750 TBD $0 $0 $802,057 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 376,807 201,500 223,750 0 0 0 802,057 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $376,807 $201,500 $223,750 TBD $0 $0 $802,057 Se c t i o n I I I Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 142 Section III • Budget and Action Plan FY2019-20 INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER 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. FY2019-20 SCOPE Purchase five replacement vehicles, five additional vehicles, a skip loader, and a mowing tractor. Summary of Estimated Costs Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 8410–Machinery 339,642 319,390 188,000 320,000 330,000 0 1,497,032 8501–Vehicles 687,553 512,604 539,500 549,000 647,000 0 2,935,657 Grand Total $1,027,195 $831,994 $727,500 $869,000 $977,000 $0 $4,432,689 Funding Source Prior Year Actuals FY2018-19 Estimated Actuals FY2019-20 Budget FY2020-21 Projections FY2021-22 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorns Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 1,027,195 831,994 727,500 869,000 977,000 0 4,432,689 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $1,027,195 $831,994 $727,500 $869,000 $977,000 $0 $4,432,689 Section IV Department Summaries Midpen Staff by Erin Ashford 143Section IV • Budget and Action Plan FY2019-20 Se c t i o n I V Monte Bello Open Space Preserve by Jeffrey Schwegman 144 Section IV • Budget and Action Plan FY2019-20 Se c t i o n I V De p a r t m e n t S u m m a r i e s Department 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 FY2019-20 budget. 145Section IV • Budget and Action Plan FY2019-20 Se c t i o n I V De p a r t m e n t S u m m a r i e s 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 applications, 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 I Data Analyst I GIS Technician Accounting Technician (Half-time) Senior Accountant Senior Finance and Accounting Technician Management Analyst I Management Analyst I Budget and Analysis Manager Procurement and Contracts Specialist Finance Manager Senior Finance and Accounting Technician (Half-time) Senior Finance and Accounting Technician (Half-time) Se c t i o n I V De p a r t m e n t S u m m a r i e s 146 Section IV • Budget and Action Plan FY2019-20 Administrative Assistant Staffing Levels Position FY2016-17 Adopted FTE FY2017-18 Adopted FTE FY2018-19 Amended FTE FY2019-20 Proposed FTE Change from FY2018-19 Modified Accounting Technician 0.5 0.5 0.5 0.5 0 Administrative Assistant 1 1 1 1 0 Applications Engineer 0 0 1 1 0 Budget & Analysis Manager 1 1 1 1 0 Controller 0.25 0.25 0.25 0.25 0 Data Administrator 1 1 1 1 0 Data Analyst 2 2 2 2 0 Finance Manager 1 1 1 1 0 GIS Program Administrator 1 1 1 1 0 GIS Intern 0.5 0.5 0 0 0 GIS Technician 0 0 1 1 0 Grants Program Manager (formerly Grants Specialist)1 1 1 1 0 Human Resources Intern 0 0 0.5 0.5 0 Human Resources Manager 1 1 1 1 0 Human Resources Supervisor 1 1 1 1 0 Human Resources Technician 1.5 1.5 1.5 1.5 0 IST Manager 1 1 1 1 0 IT Program Administrator 1 1 1 1 0 IT Technician I 0 0 1 1 0 IT Technician II 1 1 1 1 0 Management Analyst I 1 1 2 2 0 Management Analyst II 3 3 2 2 0 Procurement and Contracts Specialist 1 1 1 1 0 Senior Accountant 1 1 1 1 0 Senior Finance and Accounting Technician 2 2 1 2 1 Training and Safety Specialist 1 1 1 1 0 Total FTE 24.75 24.75 26.75 27.75 1 147Section IV • Budget and Action Plan FY2019-20 Se c t i o n I V De p a r t m e n t S u m m a r i e s Administrative Services aligns project deliverables to Midpen’s Strategic Plan Goals and Objectives primarily through: ——————————————————————————––––––––––––——————————————————————————————Goal 3 – Strengthen organizational capacity to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Position the District for long-term financial sustainability to fulfill the District’s mission on behalf of the public——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 3 & 4 50004 Budget Management Software FY2021 Goal 3 & 4 51701 Work Order & Asset Management System Phase II FY2021 Goal 3 & 4 51703 Real Property Database FY2021 Goal 3 Operating Citation Management System FY2021 Goal 3 Operating SharePoint – Document Management System Phase I FY2020 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 FY2017-18 Actuals FY2018-19 Target FY2019-20 Target Goal 3 Number of job recruitments completed 34 32 32 Goal 3 Employee turnover rate 11%<10%<10% Goal 3 Number of in-house trainings provided to employees 129 128 129 Goal 3 Percent of FTEs using web and mobile enterprise GIS N/A 15%30% Goal 3 Percent of District critical data backed up off site N/A 50%100% Goal 3 Percent of total District files in Office 365 N/A 10%25% Goal 4 Percent spent of final adjusted budget 90%90%90% Goal 4 General Fund Reserve Balance Policy Target Met Yes Yes Yes Goal 4 Legal Debt Limit Not Exceeded Yes Yes Yes Goal 4 Budget Book Receives GFOA Award for Distinguished Budget Presentation Yes Yes Yes Goal 4 CAFR Issued with Unmodified Opinion Yes Yes Yes Goal 4 Obtain GFOA Award of Excellence in Financial Reporting for the CAFR Yes Yes Yes Goal 4 Credit Rating from Moody’s and Standard and Poor’s AAA AAA AAA Goal 4 Percent of Invoice Payments Electronic N/A 10%40% Se c t i o n I V De p a r t m e n t S u m m a r i e s 148 Section IV • Budget and Action Plan FY2019-20 Budget Midpen Budget by Expenditure Category FY2017-18 Actuals FY2018-19 Amended Budget FY2019-20 Proposed Budget $ Change from FY2018-19 Amended Budget % Change from FY2018-19 Amended Budget Administrative Services Salaries and Benefits $4,111,598 $4,688,387 $4,973,351 $284,964 6% Services and Supplies 1,383,502 1,390,255 1,750,108 359,853 26% Total Operating Expenditures 5,495,099 6,078,624 6,723,459 644,817 11% General Fund Capital 0 310,000 80,000 (230,000)-74% Measure AA Capital 0 0 0 0 0% Total Capital Expenditures 0 310,000 80,000 (230,000)-74% Total Administrative Services Expenditures 5,495,099 $6,388,642 $6,803,459 $414,817 7% Russian Ridge Open Space Preserve by Stephanie Richardson 149Section IV • Budget and Action Plan FY2019-20 Se c t i o n I V De p a r t m e n t S u m m a r i e s Engineering and Construction Department MISSION STATEMENT Implement large-scale capital projects to improve and maintain Midpen’s infrastructure and facilities that are necessary to facilitate ecologically sensitive and safe public access and ongoing stewardship and care for the land. CORE FUNCTIONS——————————————————————————––––––––––––—————————————————————————————— Oversee and manage the design and engineering, permitting, bidding and construction of large-scale capital improvement projects.——————————————————————————––––––––––––—————————————————————————————— Provide design, project management, construction management and/or construction oversight of large-scale capital projects.——————————————————————————––––––––––––—————————————————————————————— Ensure that capital projects comply with all necessary requirements and regulations related to construction, including building code requirements, mitigation measures, permit conditions and federal regulations.——————————————————————————––––––––––––—————————————————————————————— Develop and assist with cost estimations and constructability assessments during the planning, scoping and early design phase of capital projects.——————————————————————————––––––––––––—————————————————————————————— Stay abreast of current codes and construction regulations, and ensure Midpen’s construction standards remain current.——————————————————————————––––––––––––—————————————————————————————— Organizational Chart Engineering and Construction Manager Senior Capital Project Manager Senior Capital Project Manager Capital Project Manager III Capital Project Manager III Capital Project Manager III Capital Project Manager II Se c t i o n I V De p a r t m e n t S u m m a r i e s 150 Section IV • Budget and Action Plan FY2019-20 Staffing Levels Position FY2016-17 Adopted FTE FY2017-18 Adopted FTE FY2018-19 Amended FTE FY2019-20 Proposed FTE Change from FY2018-19 Modified Manager 1 1 1 1 0 Senior Capital Project Manager 0 2 2 2 0 Capital Project Manager II 1 1 1 1 0 Capital Project Manager III 3 3 3 3 0 Total FTE 5 7 7 7 0 Engineering and Construction 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 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Strengthen organizational capacity to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Position the District for long-term financial sustainability to fulfill the District’s mission on behalf of the public——————————————————————————––––––––––––—————————————————————————————— 151Section IV • Budget and Action Plan FY2019-20 Se c t i o n I V De p a r t m e n t S u m m a r i e s Bear Creek Redwoods Open Space Preserve by Alisha Laborico Se c t i o n I V De p a r t m e n t S u m m a r i e s 152 Section IV • Budget and Action Plan FY2019-20 Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 3 & 4 31202 Administrative Office (AO) Facility FY2022 Goal 3 & 4 31601 South Area Field Office FY2020 Goal 2 31901 ADA Barrier Removal FY2024 Goal 3 & 4 35004 Sierra Azul Ranger Residence FY2021 Goal 2 MAA02-002 Ravenswood Bay Trail Design and Implementation FY2023 Goal 2 MAA03-002 Purisima Upland Site Clean Up and Soil Remediation Assessment FY2021 Goal 4 MAA05-008 La Honda Creek White Barn Structural Rehabilitation FY2020 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 FY2020 Goal 2 MAA17-002 Lyson's Dispositions at Monte Bello FY2020 Goal 2 MAA21-003 Bear Creek Redwoods Water System FY2020 Goal 2 MAA21-005 Bear Creek Redwoods Public Access FY2022 Goal 2 MAA21-006 Bear Creek Redwoods – Alma College Cultural Landscape Rehabilitation Project FY2021 Goal 1 MAA21-008 Bear Creek Redwoods – Ponds Restoration and Water Rights FY2021 Goal 1 VP07-002 Agricultural Workforce Housing – La Honda Creek FY2021 Goal 2 & 4 VP23-001 Mt. Umunhum – Radar Tower 2nd Assessment FY2020 Goal 3 VP23-002 Traffic Study for Mt. Um Road FY2020 Goal 1 VP25-001 Sierra Azul Loma Prieta Land Conservation FY2020 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 FY2017-18 Actuals FY2018-19 Target FY2019-20 Target Goal 4 Percent of projects finished within Board approved budget (base bid and contingency) 100%80%80% Goal 4 Percent of projects finished within schedule indicated at the time of award of contract 75%80%80% Budget Midpen Budget by Expenditure Category FY2017-18 Actuals FY2018-19 Amended Budget FY2019-20 Proposed Budget $ Change from FY2018-19 Amended Budget % Change from FY2018-19 Amended Budget Engineering and Construction Salaries and Benefits Less: MAA Reimbursable Staff Costs Net Salaries and Benefits $744,401 (174,767) 569,634 $1,044,904 (207,668) 837,236 $1,104,405 (295,426) 808,979 $59,501 (87,758) (28,257) 6% 42% -3% Services and Supplies 456,576 170,551 79,023 (91,528)-54% Total Operating Expenditures 1,026,210 1,007,787 888,002 (119,785)-12% General Fund Capital 343,829 1,424,900 2,745,470 1,320,570 93% Measure AA Capital 5,747,713 5,684,982 6,361,226 676,244 12% Total Capital Expenditures 6,091,542 7,109,882 9,106,696 1,996,814 28% Total Engineering and Construction Expenditures $7,117,752 $8,117,669 $9,994,698 $1,877,029 23% Picchetti Ranch Open Space Preserve by Christine Clarke 153Section IV • Budget and Action Plan FY2019-20 Se c t i o n I V De p a r t m e n t S u m m a r i e s Se c t i o n I V De p a r t m e n t S u m m a r i e s 154 Section IV • Budget and Action Plan FY2019-20 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 Rancho San Antonio Open Space Preserve by Jill Tierney Assistant General Counsel Management Analyst--Risk Management Executive Assistant 155Section IV • Budget and Action Plan FY2019-20 Se c t i o n I V De p a r t m e n t S u m m a r i e s Staffing Levels Position FY2016-17 Adopted FTE FY2017-18 Adopted FTE FY2018-19 Amended FTE FY2019-20 Proposed FTE Change from FY2018-19 Modified General Counsel 1 1 1 1 0 Assistant General Counsel 1 1 1 1 0 Management Analyst – Risk Management 0.5 0.5 0.5 0.5 0 Executive Assistant 0 0 1 1 0 Total FTE 2.5 2.5 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 3 – Strengthen organizational capacity 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 3 Operating Facilitate use of Design Build contract for Mindego Pond restoration and potential future projects FY2021 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 FY2017-18 Actuals FY2018-19 Amended Budget FY2019-20 Proposed Budget $ Change from FY2018-19 Amended Budget % Change from FY2018-19 Amended Budget General Counsel Salaries and Benefits $428,022 $439,555 $657,770 $218,215 50% Services and Supplies 170,416 176,685 94,650 (82,035)-46% Total Operating Expenditures 598,438 616,240 752,420 136,180 22% Total General Counsel Expenditures $598,438 $616,240 $752,420 $136,180 22% Se c t i o n I V De p a r t m e n t S u m m a r i e s 156 Section IV • Budget and Action Plan FY2019-20 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 FY2016-17 Adopted FTE FY2017-18 Adopted FTE FY2018-19 Amended FTE FY2019-20 Proposed FTE Change from FY2018-19 Modified Administrative Assistant 1 1 1 1 0 Assistant General Manager 2 2 2 2 0 Chief Financial Officer 1 1 1 1 0 District Clerk/Assistant to General Manager 1 1 1 1 0 Executive Assistant/Deputy Clerk 1 1 1 1 0 General Manager 1 1 1 1 0 Management Analyst II 1 1 1 1 0 Total FTE 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 157Section IV • Budget and Action Plan FY2019-20 Se c t i o n I V De p a r t m e n t S u m m a r i e s The 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 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Strengthen organizational capacity to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Position the District for long-term financial sustainability to fulfill the District’s mission on behalf of the public——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 1 & 4 VP06-001 Hawthorns Historic Complex Partnership and Lease FY2021 Goal 2 VP38-001 Cooley Landing Park Business and Operation Plan FY2020 Goal 2 Operating Cooley Landing Site Use Agreements FY2020 Goal 1 & 3 Operating Emergency/Disaster Preparedness Response and Recovery Plan FY2021 Goal 2 Operating Preserve Use Survey Implementation FY2020 Goal 3 Operating Records Management FY2022 Goal 1 Operating San Mateo County Master Permit FY2021 Goal 2 Operating Support Diversity Initiatives and Outreach Ongoing 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 FY2017-18 Actuals FY2018-19 Target FY2019-20 Target Goal 1 Measure the timeliness of biweekly reports to allow for up to date communications with the Board and staff 96%95%95% Goal 1 Number of public meetings held per year 40 65 60 Goal 1 Number of meetings held with partner agencies/stakeholders by members of GMO staff and Board members 65 50 65 Goal 3 Number of resolutions adopted 46 50 50 Budget Midpen Budget by Expenditure Category FY2017-18 Actuals FY2018-19 Amended Budget FY2019-20 Proposed Budget $ Change from FY2018-19 Amended Budget % Change from FY2018-19 Amended Budget General Manager Salaries and Benefits $1,251,527 $1,578,121 $1,647,485 $69,364 4% Services and Supplies 201,941 1,021,620 450,325 (571,295)- 56% Total Operating Expenditures 1,453,468 2,599,741 2,097,810 (501,931)-19% Total General Manger Expenditures $1,453,468 $2,599,741 $2,097,810 $(501,931)-19% Se c t i o n I V De p a r t m e n t S u m m a r i e s 158 Section IV • Budget and Action Plan FY2019-20 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 Intern Property Management Specialist I 159Section IV • Budget and Action Plan FY2019-20 Se c t i o n I V De p a r t m e n t S u m m a r i e s Staffing Levels Position FY2016-17 Adopted FTE FY2017-18 Adopted FTE FY2018-19 Amended FTE FY2019-20 Proposed FTE Change from FY2018-19 Modified Administrative Assistant 3 3 3 3 0 Area Manager 2 2 2 2 0 Capital Projects Field Manager 1 1 1 1 0 Equipment Mechanic/Operator 6 6 7 7 0 Facilities Maintenance Specialist 0 1 1 1 0 Facilities Maintenance Supervisor 1 1 1 1 0 Farm Maintenance Worker 1 1 1 1 0 Land and Facilities Manager 1 1 1 1 0 Lead Open Space Technician 5 6 6 7 1 Maintenance Supervisor 5 6 6 6 0 Management Analyst II 1 1 1 1 0 Open Space Technician 14 15 15 15 0 Property Management Specialist I 1 1 1 1 0 Property Management Specialist II 1 1 1 1 0 Seasonal Open Space Technician 8.3 8.3 8.3 8.3 0 Senior Property Management Specialist 1 1 1 1 0 Total FTE 51.3 55.3 56.3 57.3 1 Se c t i o n I V De p a r t m e n t S u m m a r i e s 160 Section IV • Budget and Action Plan FY2019-20 Land and Facilities 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 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Strengthen organizational capacity to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Position the District for long-term financial sustainability to fulfill the District’s mission on behalf of the public——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 2 31901 ADA Barrier Removal FY2024 Goal 4 61002 Russian Ridge – Quam Residence Driveway Improvement FY2021 Goal 1 61006 Big Dipper Ranch Spring Work, Skyline Ridge FY2020 Goal 1 61008 Los Trancos – Page Mill Eucalyptus Removal FY2021 Goal 4 61009 Russian Ridge – Bergman Residences Reconstruction FY2021 Goal 1 61010 Toto Ranch Well Drilling and Construction, Tunitas Creek FY2020 Goal 1 61011 Install Solar Panels at Skyline Field Office FY2020 Goal 1 & 4 61012 Toto Barn Roof Repair FY2020 Goal 1 & 4 61013 Toto Ranch Perimeter Fence Repair FY2020 Goal 1 MAA03-003 Purisima Creek Fence Construction, Purisima Creek Redwoods FY2020 Goal 2 MAA04-004 El Corte de Madera Oljon Trail Implementation FY2020 Goal 1 MAA05-002 Upper La Honda Creek Grazing Infrastructure FY2020 Goal 2 MAA07-011 Lower La Honda Creek Phase II Loop Trails FY2021 Goal 2 & 4 MAA10-001 Alpine Road Regional Trail, Coal Creek FY2022 Goal 2 & 4 MAA21-011 Phase II Trail lmprovements, Bear Creek Redwoods OSP FY2022 Goal 2 & 4 VP33-001 Purisima Creek Redwoods Bridge 1 Redecking FY2020 Goal 4 Operating Paint La Honda Creek Red Barn FY2020 Goal 4 Operating South Area Outpost/Residence Driveway Repaving FY2020 Goal 1 Operating Wildfire Fuel Reduction Projects & SJCC Fuel Reduction Contract Work Ongoing Goal 3 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. Performance Metrics Strategic Plan Linkage Indicator FY2017-18 Actuals FY2018-19 Target FY2019-20 Target Goal 2 Number of miles of single-track trail brushed N/A 73 78 Goal 2 Number of miles of trails built N/A 4 2 161Section IV • Budget and Action Plan FY2019-20 Se c t i o n I V De p a r t m e n t S u m m a r i e s Budget Midpen Budget by Expenditure Category FY2017-18 Actuals FY2018-19 Amended Budget FY2019-20 Proposed Budget $ Change from FY2018-19 Amended Budget % Change from FY2018-19 Amended Budget Land and Facilities Salaries and Benefits Less: MAA Reimbursable Staff Costs Net Salaries and Benefits $5,342,410 (540,717) 4,801,693 $6,210,371 (633,913) 5,576,458 $6,649,054 (146,119) 6,502,935 $438,683 487,794 926,477 7% - 77% 17% Services and Supplies 2,966,878 3,741,625 3,803,987 62,362 2% Total Operating Expenditures 7,768,570 9,318,083 10,306,922 988,839 11% Services and Supplies 24,277 53,500 92,200 38,700 72% Total Hawthorns Expenditures 24,277 53,500 92,200 38,700 72% General Fund Capital 1,372,779 1,844,651 2,372,125 527,474 29% Measure AA Capital 719,228 1,664,849 935,169 (729,680)- 44% Total Capital Expenditures 2,092,007 3,509,500 3,307,294 (202,206)- 6% Total Land and Facilities Expenditures $9,884,854 $12,881,083 $13,706,416 $825,333 6% Windy Hill Open Space Preserve by Kate Pittman Se c t i o n I V De p a r t m e n t S u m m a r i e s 162 Section IV • Budget and Action Plan FY2019-20 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 (CEQA) 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 Natural Resources Intern (Half-time) Senior Resource Management Specialist Natural Resources Intern (Half-time) Resource Management Specialist II Management Analyst I 163Section IV • Budget and Action Plan FY2019-20 Se c t i o n I V De p a r t m e n t S u m m a r i e s Staffing Levels Position FY2016-17 Adopted FTE FY2017-18 Adopted FTE FY2018-19 Amended FTE FY2019-20 Proposed FTE Change from FY2018-19 Modified Manager 1 1 1 1 0 Senior Resource Management Specialist 2 2 3 3 0 Resource Management Specialist III 1 1 0 0 0 Resource Management Specialist II 1 3 3 3 0 Resource Management Specialist I 2 1 1 1 0 Water Resources Specialist 1 1 1 1 0 Management Analyst I (formerly Climate Resiliency Fellow) 0 1 1 1 0 Integrated Pest Management Coordinator 1 1 1 1 0 Natural Resources Intern*1 1 1 1 0 Senior Finance and Budget Technician 1 0 0 0 0 Total FTE 11 12 12 12 0 *Two Natural Resources Interns, each at half-time. Long Ridge Open Space Preserve by Eric Colton Se c t i o n I V De p a r t m e n t S u m m a r i e s 164 Section IV • Budget and Action Plan FY2019-20 Natural Resources 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 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 1 80054 Badger/Burrowing Owl Habitat Assessment FY2021 Goal 1 80056 Cherry Springs Lake Infrastructure Operations Plan FY2020 Goal 1 80057 Climate Action Plan Implementation FY2025 Goal 1 80060 Marbled Murrelet Recovery Planning FY2021 Goal 1 80063 San Mateo County Vegetation Map FY2020 Goal 1 80065 IPM Implementation of Santa Clara Valley Water District Grant FY2022 Goal 1 80003-10 Wildland Fire Program Development FY2022 Goal 1 80034-44 Programmatic Permitting FY2020 Goal 1 MAA20-001 Wildlife Corridor: Highway 17 Crossing FY2024 Goal 1 MAA21-007 Bear Creek Redwoods Preserve Plan: Invasive Weed Treatment and Restoration FY2020 Goal 1 MAA21-010 Bear Creek Redwoods Landfill Characterization and Remediation FY2021 Goal 1 MAA21-012 Bear Creek Redwoods Tree Restoration FY2024 Goal 1 MAA22-001 Hendrys Creek Property Land Restoration FY2020 Goal 1 MAA23-004 Mount Umunhum Summit Restoration, Parking, and Landing Zone FY2020 Goal 1 VP04-002 El Corte de Madera Creek Watershed Protection Plan Sediment Science FY2021 Goal 1 VP15-002 Restoration Forestry Demonstration Project FY2021 Goal 1 VP15-004 Lower San Gregorio Floodplain Restoration FY2020 Goal 1 VP32-003 Toto Ponds Management Planning FY2025 Goal 2 Operating Archaeological Resource Survey, Assessment, Curation FY2022 Goal 3 Operating Climate Resiliency Planning FY2020 Goal 1 Operating Formation of Science Advisory Panel FY2020 Goal 1 Operating Agricultural Policy Review and Development FY2020 Goal 1 Operating Russian Ridge Rangeland Management Plan FY2020 Goal 1 Operating Stevens Creek Shoreline Nature Study Area Feasibility Study FY2021 Goal 1 Operating Wildlife and Livestock Protection Policy FY2020 Goal 3 Operating Wildlife updates to Maintenance and Ranger Operations Manuals FY2020 For the full statement of Midpen’s Strategic Plan Goals and Objectives, see page 6; project details are included in Section III. 165Section IV • Budget and Action Plan FY2019-20 Se c t i o n I V De p a r t m e n t S u m m a r i e s Russian Ridge Open Space Preserve by Vedya Konda Performance Metrics Strategic Plan Linkage Indicator FY2017-18 Actuals FY2018-19 Target FY2019-20 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 64%70%70% Goal 1 Acres managed: Enhance environmental quality by treating Midpen lands for invasive weeds, restoring degraded sites and managing wildland fire fuels 57% of Acreage specified in annual IPM Plan 80% of Acreage specified in annual IPM Plan 70% of Acreage specified in annual IPM Plan Budget Midpen Budget by Expenditure Category FY2017-18 Actuals FY2018-19 Amended Budget FY2019-20 Proposed Budget $ Change from FY2018-19 Amended Budget % Change from FY2018-19 Amended Budget Natural Resources Salaries and Benefits Less: MAA Reimbursable Staff Costs Net Salaries and Benefits $1,400,565 0 1,400,565 $1,563,174 (24,804) 1,538,370 $1,674,307 (30,150) 1,644,157 $111,133 (5,346) 105,787 7% 22% 7% Services and Supplies 969,414 2,099,701 3,235,389 1,135,688 54% Total Operating Expenditures 2,369,979 3,638,071 4,879,546 1,241,475 34% General Fund Capital 0 51,133 160,000 108,867 213% Measure AA Capital 497,401 912,083 947,150 35,067 4% Total Capital Expenditures 497,401 963,216 1,107,150 143,934 15% Total Natural Resources Expenditures $2,867,380 $4,601,287 $5,986,696 $1,385,409 30% Se c t i o n I V De p a r t m e n t S u m m a r i e s 166 Section IV • Budget and Action Plan FY2019-20 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 with 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 Senior Planner Planner III Planner I Planner III Senior Planner Planner II 167Section IV • Budget and Action Plan FY2019-20 Se c t i o n I V De p a r t m e n t S u m m a r i e s Staffing Levels Position FY2016-17 Adopted FTE FY2017-18 Adopted FTE FY2018-19 Amended FTE FY2019-20 Proposed FTE Change from FY2018-19 Modified Manager 1 1 1 1 0 Senior Planner 2 2 2 2 0 Planner III 2 3 3 3 0 Planner II 3 3 3 2 -1 Planner I 1 1 1 2 1 Administrative Assistant*1 1 1 1 0 Total FTE 10 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 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Strengthen organizational capacity to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Position the District for long-term financial sustainability to fulfill the District’s mission on behalf of the public. ——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 2 31901 ADA Barrier Removal FY2024 Goal 1 & 2 MAA06-002 Hawthorns Public Access Site Plan and CEQA FY2022 Goal 1 & 2 MAA18-002 Saratoga-to-Sea Regional Trail Connection FY2021 Goal 1 & 2 MAA20-002 Bay Area Ridge Trail: Highway 17 Crossing FY2023 Goal 2 MAA21-004 Bear Creek Stables Site Plan Implementation FY2020 Goal 2 & 4 MAA21-011 Phase II Trail lmprovements, Bear Creek Redwoods OSP FY2022 Goal 2 MAA22-004 Beatty Parking Area and Trail Connections FY2023 Goal 2 VP05-002 La Honda Creek Parking and Trailhead Access Feasibility Study (former Red Barn)FY2021 Goal 1 & 4 VP06-001 Hawthorns Historic Complex Partnership and Lease FY2020 Goal 1 & 2 VP11-001 Rancho San Antonio (RSA) Multimodal Access Study FY2020 Goal 1 & 2 VP20-001 Highway 17 Area Regional Trail Connections FY2024 Goal 1 & 2 Operating Basic Policy Update FY2021 Goal 1 Operating Historic Resources Policy Development FY2021 Goal 2 Operating Regional Trails Planning and Coordination FY2020 Goal 2 Operating Stevens Creek Trail Signage FY2020 For the full statement of Midpen’s Strategic Plan Goals and Objectives, see page 6; project details are included in Section III. Se c t i o n I V De p a r t m e n t S u m m a r i e s 168 Section IV • Budget and Action Plan FY2019-20 Performance Metrics Strategic Plan Linkage Indicator FY2017-18 Actuals FY2018-19 Target FY2019-20 Target Goal 1 Number of projects leveraged with partnerships TBD 90% of annual target (Target 8 projects) 90% of annual target (Target 3 projects) Goal 2 Complete self-evaluation and transition plan update to prioritize barrier removals for improved access to and use of open space preserves for persons with disabilities and visitors of diverse age groups. TBD Complete ADA Transition Plan Update by the end of FY18-19 N/A Goal 3 % of planning milestones completed for a project TBD 90% of annual target (Target 6 project milestones) 90% of annual target (Target 6 project milestones Budget Midpen Budget by Expenditure Category FY2017-18 Actuals FY2018-19 Amended Budget FY2019-20 Proposed Budget $ Change from FY2018-19 Amended Budget % Change from FY2018-19 Amended Budget Planning Salaries and Benefits Less: MAA Reimbursable Staff Costs Net Salaries and Benefits $1,205,190 (15,217) 1,189,973 $1,485,617 0 1,485,617 $1,553,224 0 1,553,224 67,607 0 67,607 5% 0% 5% Services and Supplies 134,240 238,729 225,944 (12,785)- 5% Total Operating Expenditures 1,324,213 1,724,346 1,779,168 54,822 3% Hawthorns Capital 16,135 0 48,000 48,000 Total Hawthorns Expenditures 16,135 0 48,000 48,000 General Fund Capital 76,286 336,500 87,500 (249,000)- 74% Measure AA Capital 1,245,018 2,155,168 1,190,600 (964,568)- 45% Total Capital Expenditures 1,321,304 2,491,668 1,278,100 (1,213,568)- 49% Total Planning Expenditures $2,661,652 $4,216,014 $3,105,268 ($1,110,746)- 26% 169Section IV • Budget and Action Plan FY2019-20 Se c t i o n I V De p a r t m e n t S u m m a r i e s Russian Ridge Open Space Preserve by Julia Davies Se c t i o n I V De p a r t m e n t S u m m a r i e s 170 Section IV • Budget and Action Plan FY2019-20 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 FY2016-17 Adopted FTE FY2017-18 Adopted FTE FY2018-19 Amended FTE FY2019-20 Proposed FTE Change from FY2018-19 Modified Administrative Assistant 1 1 1 1 0 Communications Supervisor 1 0 0 0 0 Community Outreach Specialist 1 0 0 0 0 Governmental Affairs Specialist 1 1 1 1 0 Public Affairs Assistant 1 0 0 0 0 Public Affairs Intern 0 1 1 0 -1 Public Affairs Manager 1 1 1 1 0 Public Affairs Specialist I 0 1 1 1 0 Public Affairs Specialist II 2 3 3 4 1 Total FTE 8 8 8 8 0 Public Affairs Manager Public Affairs Specialist II Government Affairs Specialist Public Affairs Specialist II Public Affairs Specialist I Public Affairs Specialist II Administrative Assistant Public Affairs Specialist II 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 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Strengthen organizational capacity to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Position the District for long-term financial sustainability to fulfill the District’s mission on behalf of the public——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 2 & 3 40011 Redesign Website FY2021 Goal 1, 2, 3 & 4 Operating Implement Strategic Communications Plan FY2020 Goal 1 Operating Roll out Branding and Style Guide FY2020 Goal 2 Operating Benchmark Community Awareness & Sentiment Research FY2020 Goal 1 Operating Pursue Potential Legislative Initiatives FY2020 Goal 1, 2 & 4 Operating Celebrate 5 years of Measure AA Accomplishments FY2020 Goal 1, 2 & 3 Operating Expand Youth Outreach & Explore Senior Outreach FY2020 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 FY2017-18 Actuals FY2018-19 Target FY2019-20 Target Goal 2 Number of individuals reached through Youth Engagement Program N/A 1,000 6,000 Goal 2 Number of earned news stories about Midpen N/A 100 50 Goal 2 Number of incoming information requests/complaints answered within two business days leveraging new Customer Response Management system N/A 90%90% Goal 2 Number of website visits 589,280 525,000 500,000 Budget Midpen Budget by Expenditure Category FY2017-18 Actuals FY2018-19 Amended Budget FY2019-20 Proposed Budget $ Change from FY2018-19 Amended Budget % Change from FY2018-19 Amended Budget Public Affairs Salaries and Benefits $869,987 $991,697 $1,116,318 $124,621 13% Services and Supplies 691,646 818,313 902,209 83,896 10% Total Operating Expenditures 1,561,633 1,810,010 2,018,527 208,517 12% Total Public Affairs Expenditures $1,561,633 $1,810,010 $2,018,527 $208,517 12% 171Section IV • Budget and Action Plan FY2019-20 Se c t i o n I V De p a r t m e n t S u m m a r i e s Se c t i o n I V De p a r t m e n t S u m m a r i e s 172 Section IV • Budget and Action Plan FY2019-20 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 Purisima Creek Redwoods Open Space Preserve by Leticia Gonzalez 173Section IV • Budget and Action Plan FY2019-20 Se c t i o n I V De p a r t m e n t S u m m a r i e s Staffing Levels Position FY2016-17 Adopted FTE FY2017-18 Adopted FTE FY2018-19 Amended FTE FY2019-20 Proposed FTE Change from FY2018-19 Modified Manager 1 1 1 1 0 Senior Real Property Agent 1 1 1 1 0 Real Property Specialist I/II 1 1 1 1 0 Planner III 1 1 1 1 0 Administrative Assistant*1 1 1 1 0 Total FTE 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 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 2 20125 Cal Water Land Exchange, Teague Hill Preserve FY2021 Goal 2 MAA03-001 Lot Line Adjustment and Property Transfer – Purisima Upland FY2020 Goal 2 MAA03-002 Purisima Upland Site Clean Up and Soil Remediation Assessment FY2021 Goal 1 VP01-001 Miramontes Ridge Land Conservation FY2021 Goal 2 VP03-002 South Cowell Upland Land Conservation FY2021 Goal 2 VP08-001 Upper San Gregorio Land Conservation FY2020 Goal 1 VP13-001 Cloverdale Ranch Land Opportunity FY2022 Goal 1 VP15-001 Redwood Forest Land Opportunity FY2020 Goal 1 VP15-003 Watershed Protection Opportunity – Numerous Open Space Preserves FY2020 Goal 2 VP19-001 El Sereno Trails, Wildlife Corridors and Land Conservation FY2020 Goal 2 VP19-002 El Sereno Land Conservation FY2020 Goal 2 VP20-002 Highway 17 Land Conservation FY2020 Goal 1 VP24-001 Sierra Azul Rancho de Guadalupe Land Conservation FY2021 Goal 2 VP24-002 SCVWD Exchange Agreement at Rancho de Guadalupe Area of SAOSP FY2020 Goal 1 VP25-001 Sierra Azul Loma Prieta Land Conservation FY2020 Goal 1 & 2 VP32-001 Irish Ridge Connection FY2020 Goal 1 VP32-002 Gordon Ridge Property Land Conservation FY2021 Goal 1 VP39-001 Lower San Gregorio Creek Watershed Land Conservation FY2021 Goal 2 N/A District-wide purchase options and low-value Land Fund Ongoing For the full statement of Midpen’s Strategic Plan Goals and Objectives, see page 6; project details are included in Section III. Se c t i o n I V De p a r t m e n t S u m m a r i e s 174 Section IV • Budget and Action Plan FY2019-20 Performance Metrics Strategic Plan Linkage Indicator FY2017-18 Actuals FY2018-19 Target FY2019-20 Target Goal 1 Number of Preserves 26 N/A N/A Goal 1 Land Conservation 63,494 N/A N/A Goal 1 Total number of acres protected (preserved)221.64 N/A N/A Goal 2 Land Conservation Connectivity 70mi. Bay Trail Sierra Azul OSP to Rancho Canada del Oro Purisima to Cowell/ Purisima Coastal Trail N/A Goal 3 New Staff Facilities New South Area Field Office New Administrative Office N/A Goal 1 Coastal Service Plan–15 Year Land Acquisitions N/A 11,105 Acres 100% Rancho San Antonio Open Space Preserve by Douglas Croft 175Section IV • Budget and Action Plan FY2019-20 Se c t i o n I V De p a r t m e n t S u m m a r i e s Russian Ridge Open Space Preserve by Kenny Chen Budget Midpen Budget by Expenditure Category FY2017-18 Actuals FY2018-19 Amended Budget FY2019-20 Proposed Budget $ Change from FY2018-19 Amended Budget % Change from FY2018-19 Amended Budget Real Property Salaries and Benefits $705,677 $762,287 $812,727 $50,440 7% Services and Supplies 52,635 214,467 148,866 (65,601)- 31% Capital/Fixed Assets 792 0 0 0 0% Total Operating Expenditures 759,104 976,754 961,593 (15,161)- 2% General Fund Capital 553,434 457,000 835,500 378,500 83% Measure AA Capital 3,578,749 2,243,000 13,500 (2,229,500)- 99% Total Capital Expenditures 4,132,183 2,700,000 849,000 (1,851,000)- 69% Total Real Property Expenditures 4,891,287 3,676,754 1,810,593 (1,866,161)- 51% One Time Expense: Fund 40 Land/Buildings 3,072,054 31,550,100 3,800,000 (27,750,100)— Grand Total Real Property Expenditures $7,963,341 $35,226,854 $5,610,593 ($29,616,261)- 84% Se c t i o n I V De p a r t m e n t S u m m a r i e s 176 Section IV • Budget and Action Plan FY2019-20 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 the environmental education, docent and volunteer programs. 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 Interpretive and Education programs.——————————————————————————––––––––––––—————————————————————————————— Foster neighbor, partner, and public safety agency relationships and engage in collaborative efforts to further Midpen’s goals.——————————————————————————––––––––––––—————————————————————————————— Organizational Chart Visitor Services Manager 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 Leads Interpretation & 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 Staffing Levels Position FY2016-17 Adopted FTE FY2017-18 Adopted FTE FY2018-19 Amended FTE FY2019-20 Proposed FTE Change from FY2018-19 Modified Administrative Assistant 1 1 1 1 0 Area Superintendents 2 2 2 2 0 Interpretation & Education Program Manager (formerly Docent Program Manager) 1 1 1 1 0 Program Coordinator (formerly Docent Program Coordinator) 1 1 1 1 0 Environmental Education Specialist 0 0 1 1 0 Interpretive Specialist 0 0 0 1 1 Lead Ranger 4 4 5 5 0 Ranger 19 19 19 19 0 Seasonal Ranger 0.95 0.95 0.95 0.95 0 Seasonal Ranger Aide 0.95 0.95 0.95 0.95 0 Supervising Ranger 5 5 5 5 0 Management Analyst II 1 1 1 1 0 Visitor Services Intern 0 0 0 0.5 0.5 Visitor Services Manager/Chief Ranger 1 1 1 1 0 Volunteer Program Manager 1 1 1 1 0 Volunteer Program Lead 2 2 2 2 0 Total FTE 39.9 39.9 41.9 43.4 1.5 Visitor 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 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Strengthen organizational capacity to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 3 65406 Radio Replacement for Ranger Staff and Patrol Vehicles FY2020 Goal 3 65407 Radio System Assessment and Upgrade FY2022 Goal 2 Operating Nature Center Web Camera FY2020 Goal 2 Operating Develop a plan to expand visitor use data collection and report on data collected FY2020 Goal 3 Operating Review and Update District Ordinances and Bail Schedule FY2020 Goal 3 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 3 Operating Research and Issue RFP for a new 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. 177Section IV • Budget and Action Plan FY2019-20 Se c t i o n I V De p a r t m e n t S u m m a r i e s Se c t i o n I V De p a r t m e n t S u m m a r i e s 178 Section IV • Budget and Action Plan FY2019-20 Performance Metrics Strategic Plan Linkage Indicator FY2017-18 Actuals FY2018-19 Target FY2019-20 Target Goal 2 Annual number of Nature Center visitors 3,481 3,200 3,500 Goal 2 Number of permits issued 3,878 3,000 4,000 Goal 2 Stewardship volunteer hours 17,500 18,000 18,000 Goal 2 Interpretation and education docent hours 4,328 5,000 5,000 Budget Midpen Budget by Expenditure Category FY2017-18 Actuals FY2018-19 Amended Budget FY2019-20 Proposed Budget $ Change from FY2018-19 Amended Budget % Change from FY2018-19 Amended Budget Visitor Services Salaries and Benefits $4,723,823 $5,204,142 $5,632,894 $428,752 8% Services and Supplies 409,279 512,119 963,509 451,390 88% Total Operating Expenditures 5,133,102 5,716,261 6,596,403 880,142 15% General Fund Capital 0 0 466,000 466,000 Total Operating Expenditures 0 0 466,000 466,000 0% Total Visitor Services Expenditures $5,133,102 $5,716,261 $7,062,403 $1,346,142 24% Bear Creek Redwoods Open Space Preserve by Alisha Laborico Long Ridge Open Space Preserve by Eric Colton 179Vision Plan Actions Overview • Budget and Action Plan FY2019-20 Se c t i o n I V De p a r t m e n t S u m m a r i e s 180 Vision Plan Actions Overview • Budget and Action Plan FY2019-20 Vi s i o n P l a n A c t i o n s O v e r v i e w Vision Plan 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 Conservation 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: Preservation 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 Fishery 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 Conservation 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——————————————————————————––––––––––––———————————————————————————————— 181Glossary • Budget and Action Plan FY2019-20 Vision Plan Actions Overview CONTINUED # 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——————————————————————————––––––––––––———————————————————————————————— Vi s i o n P l a n A c t i o n s O v e r v i e w 182 Glossary • Budget and Action Plan FY2019-20 Gl o s s a r y 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 (Preserve)——————————————————————————––––––––––––———————————————————————————————— Bond A fixed income instrument that represents a loan made by an investor to a borrower.——————————————————————————––––––––––––———————————————————————————————— Budget The plan of expenditures and revenues for a specific period of time.——————————————————————————––––––––––––———————————————————————————————— Budget Categories Midpen’s budget is divided into five budget categories: Salaries and Benefits, Services and Supplies, Land and Associated Costs, Capital and Fixed Assets (non-land purchases), and Debt Service.——————————————————————————––––––––––––———————————————————————————————— CAFR Comprehensive Annual Financial Report——————————————————————————––––––––––––———————————————————————————————— 183Glossary • Budget and Action Plan FY2019-20 Gl o s s a r y TERM DESCRIPTION——————————————————————————––––––––––––———————————————————————————————— California Environmental California law (California Public Resources Code section 21000 et seq.) Quality Act that requires development projects to submit documentation of their potential environmental impact.——————————————————————————––––––––––––————————————————————————————————CalPERS California Public Employee Retirement System——————————————————————————––––––––––––———————————————————————————————— CAPEX Capital expenditures——————————————————————————––––––––––––———————————————————————————————— Capital Budget Expenditures that are used to improve Midpen’s infrastructure and assets.——————————————————————————––––––––––––———————————————————————————————— Capital Improvement Midpen’s (CIAP) for project and program and Action Plan delivery——————————————————————————––––––––––––————————————————————————————————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 service 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.——————————————————————————––––––––––––———————————————————————————————— E&C Engineering and Construction (Department)——————————————————————————––––––––––––———————————————————————————————— eDNA Environmental DNA——————————————————————————––––––––––––———————————————————————————————— EIR Environmental Impact Report——————————————————————————––––––––––––————————————————————————————————EIS Environmental Impact Statement——————————————————————————––––––––––––———————————————————————————————— Encumbrances Commitments for unperformed contracts for goods and services.——————————————————————————––––––––––––———————————————————————————————— Enterprise Resource Planning An ERP management information system integrates areas such as purchasing, finance, and human resources.——————————————————————————––––––––––––——————————————————————————————— 184 Glossary • Budget and Action Plan FY2019-20 Gl o s s a r y TERM DESCRIPTION——————————————————————————––––––––––––———————————————————————————————— 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 A GIS software company.——————————————————————————––––––––––––————————————————————————————————Fiscal Year (FY) 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.——————————————————————————––––––––––––———————————————————————————————— Fixed Assets Land and other long-lived assets, such as buildings, improvements, vehicles/ equipment, with a value greater than the capitalization amount, stated in 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 (GO) Bond GO Bond is a local governmental debt issue that is secured by a broad government pledge to use its tax revenues to repay the bond holders.——————————————————————————––––––––––––———————————————————————————————— Generally Accepted Uniform standards and guidelines for financial accounting and reporting. Accounting Principles (GAAP)——————————————————————————––––––––––––———————————————————————————————— 185Glossary • Budget and Action Plan FY2019-20 Gl o s s a r y TERM DESCRIPTION——————————————————————————––––––––––––———————————————————————————————— 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)——————————————————————————––––––––––––———————————————————————————————— Governmental Funds Used to account for activities generally financed by tax revenues. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital projects funds and permanent funds.——————————————————————————––––––––––––———————————————————————————————— 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 Hawthorns 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 (MAA) 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 (NWS) 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 services and supplies.——————————————————————————––––––––––––————————————————————————————————OPEX Operational expenditures——————————————————————————––––––––––––———————————————————————————————— OSP Open Space Preserve——————————————————————————––––––––––––———————————————————————————————— PA Public Affairs (Department)——————————————————————————––––––––––––———————————————————————————————— 186 Budget and Action Plan FY2019-20 TERM DESCRIPTION——————————————————————————––––––––––––———————————————————————————————— Peninsula Open Space Trust A private land trust supporting land conservation in San Mateo, Santa Clara and (POST) Santa Cruz counties.——————————————————————————––––––––––––———————————————————————————————— 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 the Midpeninsula Regional Open Space District’s boundary.——————————————————————————––––––––––––————————————————————————————————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——————————————————————————––––––––––––———————————————————————————————— SCVWD Santa Clara Valley Water District (new name is Valley Water)——————————————————————————––––––––––––———————————————————————————————— 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 (SOD) 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.——————————————————————————––––––––––––———————————————————————————————— VS Visitor Services (Department)——————————————————————————––––––––––––———————————————————————————————— YTD Year To Date——————————————————————————––––––––––––———————————————————————————————— Gl o s s a r y Windy Hill Open Space Preserve by Ichiro Asao 187Budget and Action Plan FY2019-20 Midpeninsula Regional Open Space District 330 Distel Circle Los Altos, California 94022-1404 Phone: 650-691-1200 • Fax: 650-691-0485 E-mail: info@openspace.org Website: www.openspace.org PRINTED ON POST CONSUMER WASTE PAPER Russian Ridge Open Space Preserve by Jan Gazenbeek