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Home My Public Portal AboutBudget - District- FY22Budget and Action Plan ————————————————————————————————————————————————————————— FISCAL YEAR ENDING JUNE 30, 2022 ADOPTED JUNE 9, 2021 FRONT COVER PHOTO CREDITS Top: Fremont Older Open Space Preserve by Stephen Enloe Lower left: Fremont Older Open Space Preserve by Stephen Meier Lower middle: Bear Creek Redwoods Open Space Preserve by Rachel Pandipati Lower right: Rancho San Antonio Open Space Preserve by Sangie Wu Sierra Azul Open Space Preserve by Karl Gohl Table of Contents Click on the table of contents below to jump to that page. You can also click on the table of contents icon at the bottom of every page to jump back to this table of contents. 1 SECTION 1: INTRODUCTION 2 General Manager’s Transmittal 4 Board of Directors and Management 5 Organizational Chart 6 Strategic Plan Goals and Objectives 8 Regional Map 9 About Us 10 Demographics 12 Board Resolution 15 SECTION 2: BUDGET SUMMARY AND OVERVIEW 16 Budget Summary and Overview 18 Revenues 20 Expenditures 24 Staffing 28 Hawthorns Fund 29 Measure AA Projects 31 Vision Plan 33 Debt Service 37 Grants Program 38 Fund Balance 39 Long-Range Financial Planning 40 Delivering on the Mission 40 Climate Action Plan 41 Budget Process 43 Financial Policies 45 SECTION 3: CAPITAL IMPROVEMENT AND ACTION PLAN 46 Capital Improvement and Action Plan Overview 51 Land Acquisition and Preservation 65 Natural Resource Protection and Restoration 98 Public Access, Education and Outreach 129 Assets and Organizational Support 153 SECTION 4: DEPARTMENT SUMMARIES 155 Departments Overview 156 Administrative Services 160 Engineering and Construction 164 Office of the General Counsel 166 Office of the General Manager 168 Land and Facilities Services 172 Natural Resources 176 Planning 180 Public Affairs 182 Real Property 186 Visitor Services 190 VISION PLAN ACTIONS OVERVIEW 192 GLOSSARY 1Section 1 • Budget and Action Plan FY22 Se c t i o n 1 In t r o d u c t i o n General Manager’s Transmittal Dear Board of Directors and Midpen Constituents, The challenges of the past fiscal year underscored the critical role nature and outdoor open spaces play in our communities. Local health officials deemed our preserves and services “essential” from the first days of the pandemic shelter-at-home orders and we remained open to serve the public need. Our community responded and visitation soared, with some preserves experiencing as much as a 200% increase, welcoming many first-time visitors to their public lands. In fact, one local health officer noted that parks and open spaces saved lives during the pandemic by providing people safe outdoor spaces to gather, reducing the spread of COVID-19 and helping people maintain emotional well-being and physical health. Despite the unprecedented challenges of pandemic restrictions and a remote-working environment for many staff, the increased visitation, and the catastrophic CZU Lightning Complex wildfire, Midpen was able to make significant progress on many Vision Plan priorities projects. In August, we celebrated the completion of the newest segment of the San Francisco Bay Trail at Ravenswood Open Space Preserve. This tiny-but-mighty 0.6-mile segment connects 80 miles of continuous Bay Trail access, stretching from Menlo Park to Santa Clara and across the Dumbarton Bridge to the East Bay, and improves neighborhood access for communities in East Palo Alto and Menlo Park. Other public access improvements included contributing funding to the nearly 10-mile Saratoga-to-the-Skyline Trail to connect downtown Saratoga to the Pacific Ocean as part of a 37-mile regional trail corridor. In August 2020, multiple lightning strikes ignited a wildfire that grew to consume 86,000 acres of redwood and mixed hardwood forest on the San Mateo County Coast. While thankfully no Midpen lands were part of the fire, our fire-trained field staff provided critical support to CalFire to help contain the north fire line, keeping it from threatening heavily populated communities along Skyline Boulevard and Interstate 280. Our geographic information system staff were able to harness our unique location-based datasets to create a public, interactive, web-based map that showed real-time fire lines and evacuation areas. And, we were able to finalize our Wildland Fire Resiliency Program that will allow us to expand our vegetation management and fuel reduction work by 600%, with a projected 10-year investment of $35 million. In our continuing efforts to protect important coastal agricultural and watershed lands, Midpen successfully purchased Gordon Ridge, adding 540 acres of coastal grassland to Tunitas Creek Open Space Preserve. The purchase was partially funded by a state natural resource grant, highlighting our growing grants program that strategically leverages public funding to broaden our impact and augment funding gaps. Reduced staff commutes due to remote-work helped us make a leap in progress toward our ambitious, voluntary Climate Action Plan goal of reducing operational greenhouse gas emissions 20% by 2022, 40% by 2030 and 80% by 2050. Changes have already been implemented that reduced emissions by 14% from 2016 to 2018. The GHG inventory for 2020 is underway and is expected to show further reductions of 3%-5%. The new FY22 budget includes a recommended increase of three permanent positions, one temporary position and temporary interns to help deliver on the mission. The Budget and Action Plan includes numerous time-sensitive and high- priority projects that we have been able to move forward while working remotely. Capital expenditures supporting the delivery of our mission account for 36% of the FY22 budget, and the remaining includes salaries and benefits (31%), services and supplies (15%) and annual debt service obligations (18%). Total revenues and other funding sources are projected at $90.1 million, which include property tax revenues at $63.3 million, bond reimbursements at $5.6 million and other funding sources at $21.2 million, balancing a budget of $89.6 million in expenses. 2 Section 1 • Budget and Action Plan FY22 Se c t i o n 1 In t r o d u c t i o n Our FY22 priorities include final construction activities for the new administrative office to prepare for a spring 2022 move-in, further progress on our Wildland Fire Resiliency Program and implementation of fuel reduction and vegetation management work, and ongoing resource management policies and wildlife research priorities. In land preservation, we expect to complete the purchase of key coastal upland properties to advance regional trails and preserve important agricultural lands on the coast, including progress toward creating a new coastside open space preserve with the potential purchase of Cloverdale Ranch, a rare example of coastal grassland terrace that sustains local farming and the region’s ranching heritage. As part of our efforts to create equitable outdoor access and manage visitation impacts, work continues on multimodal access studies at two of our most popular preserves and on five regional trail priorities. We also continue to work on expanding the trail systems within La Honda Creek and Bear Creek Redwood preserves. Finally, the second half of this fiscal year marks the 50th anniversary of the District’s founding. We have a full year of activities and events planned and look forward to connecting with you during the momentous year to celebrate the public’s commitment in protecting, caring for and providing opportunities to connect with nature and look ahead to furthering this mission into the future. See you on the trails! Respectfully submitted, /s/Ana María Ruiz Ana María Ruiz General Manager Russian Ridge Open Space Preserve by Alexandra Uti 3Section 1 • Budget and Action Plan FY22 Se c t i o n 1 In t r o d u c t i o n Board of Directors and Management District Wards Left to right: Zoe Kersteen-Tucker, Curt Riffle, Yoriko Kishimoto, Jed Cyr, Karen Holman, Larry Hassett, Pete Siemens. ——————————————————————————––––––––––––———————————————————————————————— Pete Siemens Ward 1: Cupertino, Los Gatos, Monte Sereno, Saratoga——————————————————————————––––––––––––———————————————————————————————— Yoriko Kishimoto–Board Treasurer Ward 2: Cupertino, Los Altos, Los Altos Hills, Palo Alto, Stanford, Sunnyvale ——————————————————————————––––––––––––———————————————————————————————— Jed Cyr Ward 3: Sunnyvale ——————————————————————————––––––––––––———————————————————————————————— Curt Riffle–Board President Ward 4: Los Altos, Mountain View ——————————————————————————––––––––––––———————————————————————————————— Karen Holman Ward 5: East Palo Alto, Menlo Park, Palo Alto, Stanford——————————————————————————––––––––––––———————————————————————————————— Larry Hassett–Board Secretary Ward 6: Atherton, La Honda, Loma Mar, Menlo Park, Pescadero, Portola Valley, Redwood City, San Gregorio, Woodside——————————————————————————––––––––––––———————————————————————————————— Zoe Kersteen-Tucker–Board Vice Ward 7: El Granada, Half Moon Bay, Montara, Moss Beach, Princeton, President Redwood City, San Carlos, Woodside——————————————————————————––––––––––––———————————————————————————————— Executive Management Ana María Ruiz–General Manager Hilary Stevenson–General Counsel Mike Foster–Controller Susanna Chan–Assistant General Manager/Project Planning and Delivery Brian Malone–Assistant General Manager/Visitor and Field Services Stefan Jaskulak–Chief Financial Officer/Director of Administrative Services Mission Statement——————————————————————————––––––––––––—————————————————————————————— To acquire and preserve a regional greenbelt of open space land in perpetuity, protect and restore the natural environment, and provide opportunities for ecologically sensitive public enjoyment and education. Coastside Protection Mission Statement——————————————————————————––––––––––––—————————————————————————————— To acquire and preserve in perpetuity open space land and agricultural land of regional significance, protect and restore the natural environment, preserve rural character, encourage viable agricultural use of land resources, and provide opportunities for ecologically sensitive public enjoyment and education. 4 Section 1 • Budget and Action Plan FY22 Se c t i o n 1 In t r o d u c t i o n Budget Document Preparation Rafaela Duran–Budget and Analysis Manager Elissa Martinez–Management Analyst Lupe Hernandez–Management Analyst Management Team Matthew Anderson–Visitor Services Candice Basnight–Human Resources Casey Hiatt–Information Systems and Technology Brandon Stewart–Land and Facilities Services Kirk Lenington–Natural Resources Jason Lin–Engineering and Construction Jane Mark–Planning Rafaela Duran–Budget and Analysis Korrine Skinner–Public Affairs Maria Soria–General Manager’s Office Hilary Stevenson–General Counsel’s Office Andrew Taylor–Finance Mike Williams–Real Property Jennifer Woodworth–District Clerk Organizational Chart Public Board of Directors ControllerGeneral Counsel General Manager Public Affairs Department Executive Assistant/ Deputy District Clerk District Clerk/Assistant to the General Manager Project Planning and Delivery Assistant General Manager Planning Department Real Property Department Engineering and Construction Department Visitor and Field Services Assistant General Manager Visitor Services Department Land and Facilities Department Natural Resources Department Finance and Administrative Services CFO-Director of Administrative Services Budget and Analysis Department Information Systems and Technology Department Finance Department Human Resources Department 5Section 1 • Budget and Action Plan FY22 Se c t i o n 1 In t r o d u c t i o n FY22 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 FY22 Strategic Plan provides high-level direction for the annual Budget and Action Plan. GOAL 1 Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––—————————————————————————————— Objective 1 – Continue implementation of the District’s Vision Plan and communicate progress on projects through reporting results and building partner relationships ——————————————————————————––––––––––––—————————————————————————————— Objective 2 – Build and strengthen diverse partnerships to implement a collaborative and science-based approach to regional environmental protection ——————————————————————————––––––––––––—————————————————————————————— Objective 3 – Build and strengthen relationships with legislators and other elected officials to advocate environmental protection goals ——————————————————————————––––––––––––—————————————————————————————— Objective 4 – Preserve open space and agricultural lands of local and regional significance ——————————————————————————––––––––––––—————————————————————————————— GOAL 2 Protect the positive environmental values of open space and agricultural lands ——————————————————————————––––––––––––—————————————————————————————— Objective 1 – Take a regional leadership role in promoting the benefits of open space ——————————————————————————––––––––––––—————————————————————————————— Objective 2 – Protect and restore the natural environment to preserve healthy natural systems ——————————————————————————––––––––––––—————————————————————————————— Objective 3 – Implement the Climate Action Plan, expand regional resiliency, and implement climate change adaptation strategies ——————————————————————————––––––––––––—————————————————————————————— Objective 4 – Work with fire agencies and surrounding communities to strengthen the prevention of, preparation for and response to wildland fires for enhanced ecosystem resiliency and public safety ——————————————————————————––––––––––––—————————————————————————————— Objective 5 – Support the viability of sustainable agriculture and character of rural communities ——————————————————————————––––––––––––—————————————————————————————— GOAL 3 Connect people to open space and a regional environmental protection vision ——————————————————————————––––––––––––—————————————————————————————— Objective 1 – Communicate the benefits of a regional environmental protection vision and District achievements in protecting natural and working lands while maintaining a high quality of life ——————————————————————————––––––––––––—————————————————————————————— Objective 2 – Refine and implement a comprehensive public outreach strategy, including the outreach to diverse communities and enhanced public education programs ——————————————————————————––––––––––––—————————————————————————————— Objective 3 – Consistent with a regional environmental protection vision, expand opportunities including multi- modal options to equitably connect all people to their public open space preserves ——————————————————————————––––––––––––—————————————————————————————— Objective 4 – Reflect the diverse communities we serve in the District’s visitors, staff, volunteers, and partners ——————————————————————————––––––––––––—————————————————————————————— GOAL 4 Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Objective 1 – Provide the necessary resources, tools, training, and infrastructure, including technology upgrades and capacity building ——————————————————————————––––––––––––—————————————————————————————— Objective 2 – Continuously evaluate and improve processes and business model to effectively and efficiently deliver Vision Plan projects and the District’s ongoing functions ——————————————————————————––––––––––––—————————————————————————————— Objective 3 – Maintain a state of readiness for potential disruptions ——————————————————————————––––––––––––—————————————————————————————— Objective 4 – Remain financially sustainable by preparing for, pursuing, and ensuring discretionary funding opportunities and partnerships——————————————————————————––––––––––––—————————————————————————————— Objective 5 – Ensure large capital expenses and land acquisitions, including associated public access and land management costs, are evaluated within the long-term financial model and remain financially sustainable——————————————————————————––––––––––––—————————————————————————————— Objective 6 – Continue to recruit, develop and retain talented staff to implement the District’s mission and strengthen our organizational capacity——————————————————————————––––––––––––—————————————————————————————— 6 Section 1 • Budget and Action Plan FY22 Se c t i o n 1 In t r o d u c t i o n Based on the Board-approved FY22 Strategic Plan Goals and Objectives, staff prepared the FY22 & FY23 Proposed Three-Year Capital Improvement and Action Plan, or CIAP, (included in Section 3) for Board approval. Below is a summary of project costs in the CIAP based on primary and secondary goal and objective per project. Some objectives are not directly related to a CIAP project but instead are captured in department’s operational activities. Three-Year CIAP by Primary Goal and Objective CIAP Summary by Primary Goal & Objective FY22 FY23 FY24 Three-Year Total Goal 1, Objective 1*$0 $0 $0 $0 Goal 1, Objective 2 1,531,962 2,687,538 3,412,000 7,631,500 Goal 1, Objective 3 265,000 65,000 0 330,000 Goal 1, Objective 4 1,203,060 1,089,620 300,000 2,592,680 Goal 1 Total 3,000,022 3,842,158 3,712,000 10,554,180 Goal 2, Objective 1 823,400 444,400 116,400 1,384,200 Goal 2, Objective 2 1,982,223 3,790,739 1,745,000 7,517,962 Goal 2, Objective 3*0 0 0 0 Goal 2, Objective 4 1,188,000 1,145,000 910,000 3,243,000 Goal 2, Objective 5 483,452 355,796 65,000 904,248 Goal 2 Total 4,477,075 5,735,936 2,836,400 13,049,410 Goal 3, Objective 1*0 0 0 0 Goal 3, Objective 2 3,868,766 910,800 0 4,779,566 Goal 3, Objective 3 2,386,364 10,593,529 1,057,400 14,037,293 Goal 3, Objective 4*0 0 0 0 Goal 3 Total 6,255,130 11,504,329 1,057,400 18,816,859 Goal 4, Objective 1 18,872,695 1,997,000 0 20,869,695 Goal 4, Objective 2 96,500 10,000 0 106,500 Goal 4, Objective 3*0 0 0 0 Goal 4, Objective 4*0 0 0 0 Goal 4, Objective 5 3,278,501 2,441,089 524,500 6,244,090 Goal 4, Objective 6*0 0 0 0 Goal 4 Total 22,247,696 4,448,089 524,500 27,220,285 Total CIAP $35,979,922 $25,530,512 $8,130,300 $69,640,734 Three-Year CIAP by Secondary Goal and Objective CIAP Summary by Secondary Goal & Objective FY22 FY23 FY24 Three-Year Total Goal 1, Objective 1 $0 $0 $0 $0 Goal 1, Objective 2 301,777 259,646 340,000 901,423 Goal 1, Objective 3 50,000 25,000 40,000 115,000 Goal 1, Objective 4 19,500 0 0 19,500 Goal 1 Total 371,277 284,646 380,000 1,035,923 Goal 2, Objective 1 245,000 100,000 0 345,000 Goal 2, Objective 2 379,368 308,051 100,000 787,419 Goal 2, Objective 3 1,279,126 1,481,706 1,275,000 4,035,832 Goal 2, Objective 4 0 0 0 0 Goal 2, Objective 5 715,856 1,116,752 684,000 2,516,608 Goal 2 Total 2,619,350 3,006,510 2,059,000 7,684,860 Goal 3, Objective 1 452,000 148,000 65,000 665,000 Goal 3, Objective 2 25,000 25,000 0 50,000 Goal 3, Objective 3 5,161,966 3,337,673 2,338,000 10,837,639 Goal 3, Objective 4 31,500 0 0 31,500 Goal 3 Total 5,670,466 3,510,673 2,403,000 11,584,139 Goal 4, Objective 1 0 0 0 0 Goal 4, Objective 2 0 0 0 0 Goal 4, Objective 3 0 0 0 0 Goal 4, Objective 4 0 0 0 0 Goal 4, Objective 5 18,790,904 9,823,166 10,000 28,624,070 Goal 4, Objective 6 0 0 0 0 Goal 4 Total 18,790,904 9,823,166 10,000 28,624,070 Total CIAP $27,451,998 $16,624,995 $4,852,000 $48,928,992 *Goals and objectives are not directly impacted by CIAP projects but are included in department’s operational activities. 7Section 1 • Budget and Action Plan FY22 Se c t i o n 1 In t r o d u c t i o n Regional Map 8 Section 1 • Budget and Action Plan FY22 Se c t i o n 1 In t r o d u c t i o n About Us Midpen helps plants, animals and people thrive throughout the greater Santa Cruz Mountains region by preserving a connected greenbelt of more than 65,000 acres of public open space. These diverse and scenic landscapes, from bay wetlands to redwood forests and coastal grasslands, host an incredible diversity of life, making our region one of the world’s biodiversity hotspots. Midpen preserves have long and complex histories of human use prior to becoming public open space. We actively manage the land and waterways to restore their health and function, helping our local ecosystem become more resilient in a time of climate change. By caring for the land, the land in turn takes care of us, providing tangible and intangible benefits like clean air and water, flood protection and the opportunity for restorative experiences in nature. On the San Mateo County Coast, where local agricultural roots run deep, our mission also includes preserving viable working lands. We partner with small-scale local ranchers to use conservation grazing as a land management tool for enhancing native coastal grasslands and providing wildland fire protection. Midpen preserves are free and open to the public daily, providing an extensive trail network for low-impact recreation. Our programming connects people to nature through enriched experiences including environmental interpretation, docent-led activities and volunteer opportunities. By preserving, restoring and providing access to our region’s iconic, cultural, working and scenic landscapes, Midpen lands offer us opportunities for health, climate change resilience and refuge. HISTORY The late 1960s was a time of rapid growth in the Bay Area. Through a determined and heartfelt grassroots effort by local conservationists, the Midpeninsula Regional Open Space District was created in 1972, when the Measure R “Room to Breathe” Initiative was passed by Santa Clara County voters. Local residents voted to expand Midpen’s boundary into southern San Mateo County in 1976, and in 1992 to a small portion of Santa Cruz County. In the late 1990s, development pressure increased on the San Mateo County Coast, threatening sensitive habitat and the area’s rural heritage. This led to the 2004 Coastside Protection Area, an extension of District boundaries to the Pacific Ocean in San Mateo County, and the addition of preserving rural character and encouraging viable agricultural use of land resources to our mission. GOVERNANCE Midpen is governed by a seven-member publicly elected board of directors. Board members serve a four-year term, and represent a geographic ward of approximately equal populations. The board holds its regular public meetings on the second and fourth Wednesdays of each month at 7 p.m., at the Midpen administrative office: 330 Distel Circle, Los Altos, CA. STAFFING The staff currently includes over 180 employees in 11 departments: budget and analysis, engineering and construction, finance, human resources, information systems and technology, land and facilities services, natural resources, planning, public affairs, real property and visitor services. For more information about Midpen, visit openspace.org. Midpen At A Glance Founded in 1972 More Than 65,000 Acres Preserved 245 Miles of Trails 26 Preserves 183 Full-Time Employees Over 2 Million Visitors Per Year $89.6 Million Budget 770,000 Residents Founded in 1972 More Than 65,000 Acres Preserved 245 Miles of Trails 26 Preserves 183 Full-Time Employees Over 2 Million Visitors Per Year $89.6 Million Budget 770,000 Residents 9Section 1 • Budget and Action Plan FY22 Se c t i o n 1 In t r o d u c t i o n Demographics and Economic Statistics The District encompasses over 550 square miles of land located in the County of Santa Clara (approximately 200 square miles out of 1,304), the County of San Mateo (approximately 350 square miles out of 744) and the County of Santa Cruz County (approximately 2.6 square miles out of 607). The following is economic and demographic information on Santa Clara and San Mateo Counties, representing the majority of Midpen’s constituency. Because Midpen does not receive property tax revenue from the small amount of Santa Cruz County land that it holds, information on Santa Cruz County is not included. Demographics and Economic Statistics, Last 10 Fiscal Years ———————————————————————————— County of Santa Clara Fiscal Year Population1 Personal Income2 (in millions) Per Capita Personal Income2 Median Age3 School Enrollment4 County Unemployment Rate5 2011 1,805,767 $ 120,376 $ 66,406 36.0 266,256 9.6% 2012 1,832,983 133,912 72,792 36.2 270,109 8.2% 2013 1,860,687 136,176 72,927 36.4 273,701 6.8% 2014 1,882,230 149,650 79,055 36.6 276,175 5.2% 2015 1,906,511 165,265 86,188 36.8 276,689 4.3% 2016 1,925,306 178,496 92,505 36.8 274,948 3.9% 2017 1,936,052 193,680 100,177 37.0 273,264 3.4% 2018 1,947,798 209,020 107,877 37.2 271,400 2.9% 2019 1,954,286 * * 37.4 267,224 2.9% 2020 1,961,969 * * * 263,449 10.7% County of San Mateo Calendar Year Population1 Personal Income2 (in millions) Per Capita Personal Income2 Median Age3 School Enrollment4 County Unemployment Rate5 2011 727,319 $ 58,201 $ 79,903 39.4 92,097 7.9% 2012 736,760 65,113 88,058 39.6 93,674 6.8% 2013 747,186 65,696 87,711 39.3 93,931 5.6% 2014 753,472 71,043 93,765 39.4 94,567 4.3% 2015 760,769 78,540 102,606 39.8 95,187 3.5% 2016 766,649 82,357 107,207 39.5 95,502 3.2% 2017 769,570 90,249 117,389 39.6 95,620 2.9% 2018 772,372 97,265 126,392 39.9 95,103 2.5% 2019 774,485 * * 39.6 94,234 2.4% 2020 773,244 * ** 93,554 10.8% *Information not available Data Sources 1 State of California Department of Finance–http://www.dof.ca.gov/Forecasting/Demographics/Estimates/e-4/2010-20/ 2U.S. Department of Commerce Bureau of Economic Analysis 3 U.S. Census Bureau, American Community Survey 4 State of California Department of Education 5 State of California Employment Development Department, Labor Market Division Notes: Starting FY16, Midpen changed from a fiscal year end date of March 31 to June 30. As a result, FY16 is a fifteen-month period rather than a twelve-month period. 10 Section 1 • Budget and Action Plan FY22 Se c t i o n 1 In t r o d u c t i o n Principal Employers Most Current Year and Nine Years Ago ———————————————————————————— County of Santa Clara 2019 2010 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 5 1.23% Google LLC 24,626 2 2.40 * * County of Santa Clara 20,883 3 2.04 15,550 1 1.99 Stanford University 16,919 4 1.65 10,101 4 1.29 Cisco Systems Inc.14,674 5 1.43 13,000 2 1.60 Kaiser Permanente 12,500 6 1.22 5,000 10 0.64 Stanford Healthcare 10,034 7 0.98 5,569 8 0.71 Tesla Motors Inc.10,000 8 0.98 * * Applied Materials, Inc.8,500 9 0.83 ** Intel Corporation 8,500 10 0.82 5,684 9 0.73 City of San Jose **6,623 6 0.85 Lockheed Martin Space Systems Co.**10,400 3 1.33 Hewlett-Packard Co.* *5,001 7 0.64 Total 151,636 14.79%86,928 11.06% County of San Mateo 3 2018 4 2010 Employer Number of Employees Rank Percentage of Total Employment Number of Employees Rank Percentage of Total Employment Facebook Inc.14,000 1 3.13%* * Genentech Inc.9,500 2 2.12 8,800 1 2.57% Oracle Corp.7,535 3 1.68 5,600 3 2.00 County of San Mateo 5,570 4 1.25 6,079 2 1.78 Gilead Sciences Inc.4,000 5 0.89 ** Walmart Labs 2,000 6 0.45 ** YouTube 2,000 7 0.45 * * Robert Half International, Inc.1,668 8 0.37 ** Sony Interactive Entertainment 1,602 9 0.36 ** Electronic Arts Inc.1,502 10 0.34 * * Kaiser Permanente * *3,777 4 1.10 Mills-Peninsula Health Services * *2,500 5 0.73 Visa, Inc.* *2,462 6 0.72 Safeway, Inc.* *2,075 7 0.61 San Mateo Community College District * *1,951 8 0.57 SLAC National Accelerator Laboratory * *1,764 9 0.52 Set Medical Center * *1,672 10 0.49 Total 49,395 11.04%36,680 10.73% *Information not available Data Sources 1 Silicon Valley Business Journal, July 19, 2019 2 County of Santa Clara Finance Department. FY10 Annual Report 3San Francisco Business Times–2019 Book of Lists and California Employment Development Department 4Latest information available for principal employers in the County of San Mateo 11Section 1 • Budget and Action Plan FY22 Se c t i o n 1 In t r o d u c t i o n Resolution No. 21-18 12 Section 1 • Budget and Action Plan FY22 Se c t i o n 1 In t r o d u c t i o n 13Section 1 • Budget and Action Plan FY22 Se c t i o n 1 In t r o d u c t i o n Government Finance Officers Association of the United States and Canada presented a Distinguished Budget Presentation Award to Midpeninsula Regional Open Space District, California, for its annual budget for FY21. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operations guide and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements and we are submitting it to GFOA to determine its eligibility for the award. 14 Section 1 • Budget and Action Plan FY22 Se c t i o n 1 In t r o d u c t i o n Section 2 Budget Summary and Overview Rancho San Antonio Open Space Preserve by Chris Chung 15Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Budget Summary and Overview The Midpeninsula Regional Open Space District’s (Midpen) Proposed FY22 Budget reflects Midpen’s priorities established by the Board of Directors (Board) in December 2020 as part of its annual Strategic Plan update. Based upon these priorities, staff prepared the FY22 & FY23 Proposed Three-Year Capital Improvement and Action Plan (included in Section 3) for Board approval. Subsequently, staff developed a detailed budget by department and fund which are included in Budget Summary and Overview (Section 2) and Department Summaries (Section 4). FY22 FINANCIAL OVERVIEW Midpen’s budget is comprised of the operating and capital budgets, land acquisition, and debt service, which are funded by five distinct funds, four of which are major governmental funds: ——————————————————————————––––––––––––—————————————————————————————— Fund 10: General Fund Operating. This includes personnel costs, routine operational and maintenance expenses, debt service, and non-capital projects (Fund 10 is a major fund).——————————————————————————––––––––––––—————————————————————————————— Fund 20: Hawthorns. This endowment fund may only be used for expenses required to maintain the value of the property gifted to Midpen by the Woods family (Fund 20 is reported as part of Fund 10 General Fund in audited financial statements).——————————————————————————––––––––––––—————————————————————————————— Fund 30: Measure AA Capital. Only capital projects and land acquisitions included in the top 25 priority Project Portfolios in the Vision Plan are eligible for MAA funding (Fund 30 is a major fund).——————————————————————————––––––––––––—————————————————————————————— Fund 40: General Fund Capital. This includes vehicles and equipment, facilities, and non-MAA capital projects and land acquisitions (Fund 40 is a major fund).——————————————————————————––––––––––––—————————————————————————————— Fund 50: Debt Service Fund. This includes payments on all Midpen-issued debt, both public and private (Fund 50 is a major fund).——————————————————————————––––––––––––—————————————————————————————— Compared to most city and county government agencies, Midpen’s operating budget accounts for a much lower percentage of the total budget (46%), reflecting the organization’s focus on project delivery. Capital projects and land acquisition account for 36% of the budget and debt service totals 18%. 16 Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w The following table breaks out the revenue and expenses by fund. Each fund has either a balanced budget for FY22 or a positive change in fund balance. Once adopted, appropriations are made for all funds at the fund level. FY22 Budget by Fund FY22 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 $57,778,577 $5,560,000 $63,338,577 Grants (Awarded)314,000 3,088,932 3,402,932 Interest Income 465,000 5,000 209,000 19,000 698,000 Rental Income 1,239,100 1,239,100 Rancho San Antonio Agreement 394,555 394,555 Miscellaneous 100,000 100,000 Total Revenues 60,291,232 5,000 3,297,932 0 5,579,000 69,173,164 Other Funding Sources Bond Reimbursements 5,608,507 5,608,507 Hawthorns Funds 119,500 119,500 Assigned Fund Balance Transfers 0 Committed for Infrastructure Transfer 16,168,483 16,168,483 Committed for Future Acquisitions & Capital Projects (650,000) (650,000) Committed for Capital Maintenance 0 0 Committed for Promissory Note (300,000) (300,000) General Fund Transfers (17,926,862) 7,191,637 10,735,225 0 Total Other Funding Sources (18,876,862)119,500 5,608,507 23,360,120 10,735,225 20,946,490 Grand Total: Revenues & Other Funding Sources 41,414,370 124,500 8,906,439 23,360,120 16,314,225 90,119,654 Expenses Operating 38,157,842 77,200 38,235,042 Labor Reimbursement (619,300) (619,300) Capital & Projects 3,875,063 47,300 8,697,439 23,360,120 35,979,922 Debt Service (General Fund Debt) 10,735,225 10,735,225 Debt Service (Measure AA Debt) 5,309,663 5,309,663 Total Expenses $41,413,605 $124,500 $8,697,439 $23,360,120 $16,044,888 $89,640,552 Change in Fund Balance $765 $0 $209,000 $0 $269,337 $479,102 17Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Revenues Midpen’s FY22 revenue estimate totals $69.2 million with the vast majority, 92% or $63.3 million, coming from property tax receipts. This represents an increase of 4% from the prior year and reflects the continued robust real estate market in the San Francisco Bay Area despite the COVID-19 pandemic. Grant revenue is projected to increase by $1.3 million, interest income is projected to decrease by $0.7 million, and rental income and other is projected to decrease by $0.5 million because no rental income will be collected from 5050 El Camino while the new Administrative Office building is under construction. The chart below provides a breakdown of projected FY22 revenue by source. FY22 Revenue by Source ● Property Tax (92%) ● Grants (5%) ● Interest (1%) ● Rental Income and Other (2%) Property Tax Grants Interest Rental Income and Other Total Amount $63,338,577 $3,402,932 $698,000 $1,733,655 $69,173,164 Percent 92%5%1%2%100% Total Revenue Trend (in millions) $ 70 ——————————————————————————————————————————————————————————————— 65 ——————————————————————————————————————————————————————————————— 60 ——————————————————————————————————————————————————————————————— 55 ——————————————————————————————————————————————————————————————— 50 ——————————————————————————————————————————————————————————————— 45 ——————————————————————————————————————————————————————————————— 40 ——————————————————————————————————————————————————————————————— 35 ——————————————————————————————————————————————————————————————— 30 ——————————————————————————————————————————————————————————————— 25 ——————————————————————————————————————————————————————————————— 20 ——————————————————————————————————————————————————————————————— 15 ——————————————————————————————————————————————————————————————— 10 ——————————————————————————————————————————————————————————————— 5 ——————————————————————————————————————————————————————————————— 0 ——————————————————————————————————————————————————————————————— FY18 Actual FY19 Actual FY20 Actual FY21 Estimated FY22 Projected ■ Property Tax ■ Grants ■ Interest ■ Rental Income and Other 18 Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w The following graph depicts the historical and projected trend for General Fund property tax revenues (excluding MAA ad valorem levy for debt service). Property Tax Trend (in millions) $ 60 ——————————————————————————————————————————————————————————————— 55 ——————————————————————————————————————————————————————————————— 50 ——————————————————————————————————————————————————————————————— 45 ——————————————————————————————————————————————————————————————— 40 ——————————————————————————————————————————————————————————————— 35 ——————————————————————————————————————————————————————————————— 30 ——————————————————————————————————————————————————————————————— 25 ——————————————————————————————————————————————————————————————— 20 ——————————————————————————————————————————————————————————————— 15 ——————————————————————————————————————————————————————————————— 10 ——————————————————————————————————————————————————————————————— 5 ——————————————————————————————————————————————————————————————— 0 ——————————————————————————————————————————————————————————————— FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 Actual Actual Actual Actual* Actual Actual Actual Actual Estimated Projected *FY16 reflects15 months of revenue due to changing the fiscal year start from April 1 to July 1. Santa Clara Valley and the Peninsula continue to see high real estate prices where demand for housing exceeds supply. Correspondingly, property tax revenues are projected to have a healthy growth rate of 4.4% from FY21 to FY22 and 3.5% annually for the future years. The primary factors used in the projection of revenues are historical growth in assessed valuation and new construction information, which are provided by the County Assessors’ offices in San Mateo and Santa Clara counties. 2018-2022 General Fund Tax Revenue Actual FY18 Actual FY19 Actual FY20 Budget FY21 Estimated FY21 Budget FY22 % Increase* Santa Clara County Current Secured $27,254,000 $29,505,000 $31,381,565 $32,659,771 $33,698,392 $34,877,836 3.5% Current Unsecured 1,860,000 2,113,000 2,064,710 2,065,000 2,085,650 2,106,507 1.0% Total Santa Clara County 29,114,000 31,618,000 33,446,275 34,724,771 35,784,042 36,984,343 3.4% San Mateo County Current Secured 13,008,000 13,868,000 14,369,471 15,444,330 15,927,084 16,803,074 5.5% Current Unsecured 544,000 628,000 646,610 638,373 611,800 611,800 0.0% Total San Mateo County 13,552,000 14,496,000 15,016,082 16,082,703 16,538,884 17,414,874 5.3% Supplement + HOPTR 1,598,000 1,870,000 2,211,617 764,000 1,618,315 1,569,766 - 3.0% Redevelopment 1,477,000 1,698,000 1,381,765 1,915,800 1,748,400 1,809,594 3.5% Total Tax Revenue $45,741,000 $49,682,000 $52,055,738 $53,487,274 $55,689,641 $57,778,577 3.8% *Percentage increase compares Budget FY22 to Estimated FY21. 19Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Expenditures Midpen’s FY22 budget totals $73.5 million ($89.6 million inclusive of the one-time New Administrative Office project), reflecting increased capital expenditures for improvements to radio infrastructure, repairs to the Mount Umunhum Radar Tower and replacement of vehicles and machinery that do not meet current California emission guidelines. Also included is the addition of four net permanent positions (three new and one previously budgeted as limited term), one temporary position and temporary interns to expand capacity in project and program delivery and continue the organizational build-out outlined in the Financial and Operational Sustainability Model (FOSM). The net total budget increase is 6%, exclusive of the one-time New Administrative Office project. The following table and chart provide a summary of the FY22 budget by fund. Midpen Budget By Funding Source FY20 Actuals FY21 Adopted Budget FY22 Proposed Annual Budget $ Change From FY21 Adopted Budget % Change From FY21 Adopted Budget Fund 10–General Fund Operating $31,056,198 $36,773,825 $41,413,605 $4,639,780 13% Fund 20–Hawthorns 12,838 110,200 124,500 14,300 13% Fund 30–MAA Land/Capital 8,017,412 11,868,588 8,697,439 (3,171,149)- 27% Fund 40–General Fund Land/Capital 3,248,807 3,894,845 7,191,637 3,296,792 85% Fund 50–Debt Service 17,669,563 16,640,925 16,044,888 (596,037)- 4% Subtotal Midpen Budget 60,004,818 69,288,383 73,472,069 4,183,686 6% Fund 40–General Fund Land/Capital One Time Expenses 9,211,147 11,961,483 16,168,483 4,207,000 35% Total Midpen Budget $69,215,965 $81,249,866 $89,640,552 $8,390,686 10% FY22 Budget By Source ● Fund 10–General Fund Operating (46%) ● Fund 20–Hawthorns (<1%) ● Fund 30–MAA Land/Capital (10%) ● Fund 40–General Fund Land/Capital (8%) ● Fund 40–General Fund Land/Capital One Time Expenses (18%) ● Fund 50–Debt Service (18%) 20 Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w The following chart depicts actual and projected expenditures over a five-year period by fund. Expenditures Trend (in millions) $ 100 —————————————————————————————————————————————————————————————— 90 —————————————————————————————————————————————————————————————— 80 —————————————————————————————————————————————————————————————— 70 —————————————————————————————————————————————————————————————— 60 —————————————————————————————————————————————————————————————— 50 —————————————————————————————————————————————————————————————— 40 —————————————————————————————————————————————————————————————— 30 —————————————————————————————————————————————————————————————— 20 —————————————————————————————————————————————————————————————— 10 —————————————————————————————————————————————————————————————— 0 —————————————————————————————————————————————————————————————— FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY21 Amended FY22 Projected ■ Fund 10–General Fund Operating ■ Fund 20–Hawthorns ■ Fund 30–MAA Land/Capital ■ Fund 40–General Fund Land/Capital ■ Fund 40–General Fund Land/Capital One Time Expenses ■ Fund 50–Debt Service FUND 10 – GENERAL FUND OPERATING The General Fund Operating increase of 13%, or $4.6 million, includes Salaries and Benefits as well as Services and Supplies. Net Salaries and Benefits represent $2.2 million of the Fund 10 increase; this is due to budgeting for all currently approved positions, the annualized cost of new positions added in FY21, combined with annual step increases and changes in the costs of benefits. Services and Supplies also rose, representing $2.4 million of the Fund 10 increase. This reflects an increase to overall expenditures in operating projects, particularly related to expanded efforts in preventing, preparing for, and responding to potential wildland fires, as well as increased public programming in FY22 to mark the District’s 50th Anniversary. FUND 20 – HAWTHORNS The Hawthorns fund includes funding for fuel reduction, fire clearance work and structures stabilization work to prevent future deterioration of historic resources. FUND 30 – MEASURE AA LAND/CAPITAL The Measure AA (MAA) Capital Fund decrease of 27%, or $3.2 million, in projected annual expenses reflects that most of the MAA projects are new, incurring lower costs during the early planning phase. In total, the proposed CIAP includes 29 MAA projects, of which 18 are in the early planning phases, nine are scheduled to be under construction, and two will complete property acquisitions, pending approval of land division application with San Mateo County. MAA projects in FY22 include the Bear Creek Redwoods Phase II Trail Improvements project, Alpine Road Regional Trail in Coal Creek, and nearly completing the Bear Creek Redwoods Alma College Cultural Landscape Rehabilitation project. Additional projects include the conservation of important coastal agricultural and watershed lands, the Highway 17 Wildlife and Trail Crossing project, Bear Creek Stables Project, Restoration Forestry Demonstration, Billingsley Property Acquisition and Site Cleanup, Purisima-to-the-Sea Trail and Parking Area–Feasibility Study, and La Honda Creek Phase II Trail Connections. 21Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w FUND 40 – GENERAL FUND LAND/CAPITAL The General Fund Capital—excluding the New Administrative Office Project—is increasing by $3.3 million compared to the FY21 adopted budget. 12 projects are in support of MAA, nine of them will become MAA eligible once the properties are purchased. One project is in support of a Vision Plan portfolio. Other projects included in next year’s plan will improve Midpen’s business and data infrastructure; complete repairs and maintenance on Midpen residences, structures, roads and trails; improve infrastructure to support the Conservation Grazing Program; and remove dilapidated structures to restore these sites to a natural condition. As previously mentioned, the General Fund Capital includes one-time improvements to the new Administrative Office to meet long-term office space needs and support Midpen’s mission and MAA project delivery in perpetuity. Midpen has been prudently setting aside funding since 2014 and reserving rental revenues through January 2021 to offset costs for this one-time expenditure. In addition, Midpen is under negotiations for the sale of the 330 Distel Circle building (current main Administrative Office site), which will further offset total costs for the project. FUND 50 – DEBT SERVICE The Debt Service Fund for FY22 decreased by approximately $600,000 from FY21, or 4%. Annual debt service principal payments went down for FY21 and FY22 on the recently issued 2018 General Obligation Bonds (Series GO Green Bonds); the total debt service payments for the GO Bonds remain flat for the next 20 years, or until additional bonds are issued. Treatment of Non-Expended Funds Flowchart For FY22, operating expenses are expected to increase at a moderate rate; the inclusion of four net permanent positions (three new and one previously budgeted as limited term), one temporary position, and temporary interns supports continued project implementation and delivery of Midpen’s mission to the public. Consistent with Midpen’s practice over the last several fiscal years, land acquisitions will be budgeted if the transaction has great certainty, otherwise the budget is amended at the time of purchase. The land budget only includes accounts for appraisals and other costs associated with property purchase research and early negotiations. The first table on the next page illustrates the breakdown of the FY22 budget by fund and breaks out the General Fund between salaries and services and supplies. The second table on the next page breaks out the budget by department. Additional budget information can be found on the individual department pages in Section 4. Treatment of Non-Expended Funds Fund 20: Hawthorns Fund 30: Measure AA Capital Fund 50: Debt Service Fund 40: General Fund Capital Fund 10: General Fund Operating Restricted Assigned Unassigned 22 Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w FY22 Budget by Fund and Expenditure Type Midpen Budget by Expenditure Category FY20 Actuals FY21 Adopted Budget FY22 Proposed Budget $ Change From FY21 Adopted Budget % Change From FY21 Adopted Budget Salaries and Benefits $23,615,953 $26,302,406 $28,496,804 $2,194,398 8% Less: MAA Reimbursable Staff Costs (375,893)(669,235)(619,300)49,935 - 7% Net Salaries and Benefits 23,240,060 25,633,171 27,877,504 2,244,333 9% Services and Supplies 7,816,138 11,140,654 13,536,101 2,395,447 22% Total Operating Expenditures 31,056,198 36,773,825 41,413,605 4,639,780 13% Hawthorns Operating 12,838 62,200 77,200 15,000 24% Hawthorns Capital 0 48,000 47,300 (700)- 1% Total Hawthorns Expenditures 12,838 110,200 124,500 14,300 13% Measure AA Capital (Fund 30) 7,914,443 10,291,588 8,573,189 (1,718,399)- 17% General Fund Capital (Fund 40)1,141,058 3,454,845 6,557,637 3,102,792 90% General Fund Capital (Fund 40)– One Time Expenses 2,008,599 11,961,483 16,168,483 4,207,000 35% Total Capital Expenditures 11,064,100 25,707,916 31,299,309 5,591,393 22% Measure AA Land and Associated Costs (Fund 30) 102,968 1,577,000 124,250 (1,452,750)- 92% General Fund Land and Associated Costs (Fund 40) 9,310,297 440,000 634,000 194,000 44% Total Land and Associated Costs 9,413,266 2,017,000 758,250 (1,258,750)- 62% Debt Service 17,669,563 16,640,925 16,044,888 (596,037)- 4% Total Debt Service (Fund 50)17,669,563 16,640,925 16,044,888 (596,037)- 4% Total Midpen Budget $69,215,965 $81,249,866 $89,640,552 $8,390,686 10% FY22 Budget by Department Midpen Budget by Department FY20 Actuals FY21 Adopted Budget FY22 Proposed Budget $ Change From FY21 Adopted Budget % Change From FY21 Adopted Budget Administrative Services $5,998,929 $7,133,966 $8,034,942 $900,976 13% Engineering and Construction 8,804,158 10,339,896 10,467,335 127,439 1% General Counsel 630,955 800,406 900,844 100,438 13% General Manager 1,781,286 2,218,621 2,257,350 38,729 2% Land and Facilities 10,083,319 11,934,423 13,913,278 1,978,855 17% Natural Resources 4,093,128 5,680,572 6,439,871 759,299 13% Planning 2,561,329 3,329,179 3,381,012 51,833 2% Public Affairs 1,482,208 1,856,887 2,395,313 538,426 29% Real Property 922,474 2,942,260 1,667,766 (1,274,494)- 43% Visitor Services 5,977,468 6,411,248 7,969,470 1,558,222 24% Debt Service 17,669,563 16,640,925 16,044,888 (596,037)- 4% Total Midpen Budget 60,004,818 69,288,383 73,472,069 4,183,686 6% One Time Expense: Fund 40 Land/Buildings 9,211,147 11,961,483 16,168,483 4,207,000 35% Grand Total: Midpen Budget $69,215,965 $81,249,866 $89,640,552 $8,390,686 10% 23Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Staffing Midpen staffing for FY22 is budgeted for 183.45 Full Time Equivalents (FTE), representing a recommended increase of four net permanent positions (three new and one previously budgeted as limited term), one temporary position and interns over the FY21 amended staffing level of 179.95 FTEs. In March 2021, the Board approved the 2-year temporary position within the Public Affairs Department of which a description is included below. Activity since the inception of the Financial and Operational Sustainability Model (FOSM), which was approved in 2014 is summarized in the first table in this section. Consistent with the FOSM, the recommended new regular full- time employees are within the agencywide anticipated total growth numbers. It is important to note that the FOSM projections did not account for the notable rise in visitation levels that Midpen is experiencing with the opening of new preserve areas. ADMINISTRATIVE SERVICES GIS Technician (1 FTE, net zero budget impact) A limited term GIS Technician position would be converted into an FTE to continue providing technical GIS services to all Midpen departments with duties that include cartography, application development, data collection, data maintenance, user training, and documentation. The technician also provides support to project managers and consultants on Board-approved CIAP projects. This position was added in FY19 and included in the FOSM table. The position was initially added as limited term to work through the increasing GIS demand while the department assessed the ongoing workload. With the uncertainty of Covid, the position was extended as limited term for FY21. The workload demand for GIS, such as fire/fuel map generation and support, real property database implementation, expanded cartography requests, and other essential GIS services confirmed the need for this position to be converted to a regular full-time position. LAND & FACILITIES Equipment Mechanic Operator (1 FTE) This position would provide essential equipment operation in support of MAA trail construction projects for the Foothills Area. The position would provide trail design and layout expertise; planning, scheduling and prioritization for construction projects; leadership and oversight of other field staff; communication with design and engineering consultants/contractors; and the ability to operate commercial vehicles and transport of large equipment. This position will also add staff capacity for vegetation fuel management work outside of the construction season and as needed to perform vegetation management requiring heavy equipment. Field Resource Specialist (1 FTE) The Board approved this position on May 12, 2021 to allow recruitment to start prior to the adoption of the budget. Recruitment for this position is currently underway. This position will be responsible for coordinating the implementation of the Wildland Fire Resiliency Program. The position would plan, schedule and lead fuel reduction activities, invasive species removal, natural resource surveying, mitigation monitoring and potentially prescribed burn activities. Working closely with other departments, the position would coordinate with local, state and federal authorities to capitalize on interagency partnerships and funding measures to implement wildland fire program policies. The Field Resource Specialist would represent Midpen at public meetings and provide reports and updates of program progress to the board, fire agencies, local governments, tribes, business groups and the public. PLANNING Planning Interns (2,000 hours for FY22) Planning Interns would augment staff capacity in completing the Trail Informational Sharing System project, a new project proposed in the FY22 CIAP and budget to expand trail conditions information onsite to assist visitors with wayfinding and trail route decisions. This added trail information ranked as a high priority among the Preserve User Survey respondents. The interns will conduct data collection in the field that will be used to populate our GIS data files and incorporate into new trail use signage. 24 Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w PUBLIC AFFAIRS Public Affairs Interns (1,000 hours for FY22 and 500 hours for FY23) These interns would support the planning and execution of the yearlong 50th Anniversary celebration and wide array of public events and programming, primarily focused on hosting community outreach events, conducting historical research (including photo organization), and coordinating video production. These events will significantly expand current community outreach capacity by two-fold or more. The addition of interns will supplement capacity to take on these significant components while the Public Affairs department continues to deliver on all other core functions, including media relations, public outreach and notification, social media management, web administration, community programming, newsletter publication, etc. Public Affairs Specialist II (2-year limited term) Board approval of this position was expedited on March 4, 2021 to bring in resources early as part of the 50th Anniversary planning and to leverage an active qualified pool of applicants. This position has since been filled and now serves as the project manager, under senior staff supervision, for all aspects of the 50th Anniversary programming and events, including managing consultants; coordinating partner and team meetings; reviewing content and proofreading deliverables; ensuring integrated communications; providing needed research and data; coordinating subject matter expertise and technical support from other departments; conducting sponsorship solicitation; coordinating with Board liaisons and updating the full Board on progress; and organizing volunteer assistance. In addition, this position will provide public affairs/external communications support for the Administrative Office Open House event, Bear Creek Redwoods Alma Opening, Good Neighbor Policy outreach, and Highway 17 Wildlife and Trail Crossing public outreach by participating in internal and external meetings, and creating public information content for website, newsletters and social media. Long Ridge Open Space Preserve by Kevin Neilson 25Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w VISITOR SERVICES Ranger (1 FTE) This position would provide additional resources to the Coastside, in support of the Coastal Management Plan that is under development to ensure adequate resources are allocated to Midpen’s growing coastside acreage. Due to the addition of new properties, preserves, expanded access and increasing visitation in the north and along the San Mateo County Coast, additional rangers are needed to provide dedicated patrol time and increased presence and community engagement in these areas. FOSM Projections and Staffing Growth Business Line FOSM Projected Growth by 2020 FOSM Projected Growth between 2020 to 2045 Positions approved through 2020 Remaining FOSM Projected Growth through 2045 Recommended New Permanent Positions Remaining FOSM Projected Positions through 2045 Planning and Project Delivery 10 to 13 TBD / 4 10 TBD / 4 0 TBD / 4 Visitor and Field Services 20 to 25 37 to 45 29 36 to 44 3 33 to 41 Finance and Administrative Services 9 to 11 6 to 8 11 6 to 8 0 6 to 8 General Manager’s Office 2 0 2 0 0 0 Total 41 to 51 43 to 57 52*42 to 56 5.5 39 to 53 *The GIS technician was already included in the previous position count. Midpen staffing for FY22 is detailed by department in the table below. Regular Positions by Department Department FY18 Adopted FTE FY19 Amended FTE FY20 Adopted FTE FY21 Amended FTE FY22 Proposed FTE Change from FY21 Modified Administration 24.25 25.25 26.25 26.25 27.25 1.00* Engineering and Construction 7.00 7.00 7.00 7.00 7.00 0.00 General Counsel 2.50 3.50 3.50 4.00 4.00 0.00 General Manager 8.00 8.00 8.00 8.00 8.00 0.00 Land and Facilities 55.30 56.30 57.30 57.30 59.30 2.00 Natural Resources 10.00 10.00 11.00 11.00 11.00 0.00 Planning 11.00 11.00 11.00 11.00 11.00 0.00 Public Affairs 7.00 6.00 8.00 7.00 7.00 0.00 Real Property 5.00 5.00 5.00 5.00 5.00 0.00 Visitor Services 39.90 41.90 42.90 42.90 43.90 1.00 Total FTE 169.95 173.95 179.95 179.45 183.45 4.00 Interns and limited term positions not included in FOSM projections and the regular positions table. *A limited term GIS Technician position will be converted into an FTE, net zero budget impact. 26 Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w FUTURE GROWTH IN STAFFING The FOSM projected growth in Midpen staffing initially from 2014 through 2020 with a second growth phase from 2020 through 2045. Growth from 2014 through 2020 projects a total of up to 51 new positions. The FOSM also projects growth in Midpen staffing between 2020 and 2045 of up to 57 additional new positions. Since December 2014, 52 new positions have been approved by the board, completing the first growth phase (51 positions). The above recommendations, if approved by the Board, raise the total regular new positions to 55. The General Manager will continue to assess capacity needs and gaps in expertise in the coming years as new positions are filled, core functions are reorganized and new departments and programs are created. Changes to board priorities and the pace of future action plans will inform these assessments. Considering the magnitude of Midpen’s restructuring, it is important to spend some time working with the expanded organization to evaluate how the synergies among new “capacities” may provide unanticipated efficiencies and additional revenue. Based on that evaluation and reforecasting Midpen’s 30-year financial model, future additional positions would be submitted for Board consideration as part of future budget approvals. Such additional position requests would need to remain consistent with the FOSM projections and be financially sustainable. COMPENSATION AND BENEFITS Salaries and benefits make up the largest component of expenditures, estimated at 31% of total FY22 expenditures. This category includes all personnel-related costs. Midpen has one represented group: Midpeninsula Regional Open Space District Field Employees Association. The remaining unrepresented employees are Office, Supervisory and Management Employees. Midpen’s Board-adopted Classification and Compensation Plan outlines all position titles, step range number (6-59), and salary ranges, and is available on the organization’s website. Midpen contracts with the California Public Employee’s Retirement System for retirement pension benefits. Midpen’s retirement formulas are 2.5% @ age 55 for “Classic” members and 2% @ age 62 for “New” members. Staff may participate in optional deferred compensation plans. Midpen provides health insurance coverage to all its full-time employees and their dependents. The health insurance program is administered by CalPERS where a variety of medical plans are available for the employee’s selection. There is also a cash-in-lieu benefit for those who opt out of a medical plan. Additional health benefits include full dental insurance coverage for employees and their eligible dependents (Delta Dental), including 60% orthodontia coverage, and full vision insurance for employees and their dependents (VSP). Other insurances provided include Life, AD&D, Long Term Disability, supplemental life, SDI, paid family leave and workers’ compensation. Additional benefits include a Midpen-paid employee assistance program, vacation starting at 15 days per year, 4.5 days of personal leave per year, administrative leave (if eligible), 11 paid holidays and up to 12 days of sick leave per year. Optional benefits that staff may take advantage of include flexible spending plans, commuter check program, tuition reimbursement programs, and supplemental life insurance. In addition, Midpen is a strong advocate for training and provides numerous opportunities for employees throughout the year. Midpen pays $350 per month toward CalPERS retiree medical. By state law, Midpen pays all retirees the PEMHCA minimum amount of $119 per month (a lifetime benefit). 27Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Hawthorns Fund Hawthorns, a 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 FY22 annual budget for the Hawthorns endowment totals $124,500, which is 13% higher than the FY21 adopted budget. The $47,300 capital budget includes funding to replace the roof of the historic complex. Other stabilization efforts to mitigate deterioration and maintain defensible space as required by the Woodside Fire Protection District are included in the $77,200 operating budget. The endowment fund balance at the end of FY22 is projected to be $1,418,907 as shown below. Hawthorns – Projected Cash Balance Hawthorns: Endowment Fund Interest Income Expenditures Total Cash Balance Hawthorns Fund Original Endowment $2,018,445 Actual: FY12 through FY17 $63,815 ($546,389)1,535,871 FY18 Actual 5,147 (40,412)1,500,606 FY19 Actual 63,321 (30,888)1,533,039 FY20 Actual 66,906 (12,838)1,587,107 FY21 Estimated Actual 13,500 (62,200)1,538,407 FY22 Projected 5,000 (124,500)1,418,907 Projected Ending Balance $1,418,907 Windy Hill Open Space Preserve by Midpen Staff 28 Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Measure AA Projects In June 2014, voters approved MAA, a $300 million general obligation bond to protect natural open space lands; open preserves or areas of preserves to the public; construct public access improvements such as new trails and staging areas; and restore and enhance open space land, forests, streams, watersheds and coastal ranch areas. Projects are grouped in 25 key project portfolios organized by geographic area within the District’s boundaries. Midpen began using MAA funds in 2014 and FY22 will mark the eighth year of funding. As of June 30, 2021, an estimated $76.3 million in MAA funds will be expended and the proposed FY22 budget brings the total to $81.9 million, or 27.3% of the $300 million bond. The table below summarizes the estimated expenditures by project portfolio. The expenditures relative to each portfolio allocation, including life-to-date estimate at June 30, 2021, the amounts budgeted for FY22, 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 by Portfolio (in millions) $ 60 —————————————————————————————————————————————————————————————— 50 —————————————————————————————————————————————————————————————— 40 —————————————————————————————————————————————————————————————— 30 —————————————————————————————————————————————————————————————— 20 —————————————————————————————————————————————————————————————— 10 —————————————————————————————————————————————————————————————— 0 —————————————————————————————————————————————————————————————— 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 MAA Portfolio Number ■ Total Life-to-Date Through 6/30/21 ■ FY22 Budget ■ Remaining Portfolio Balance as of 6/30/22 29Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Measure AA Projects Budget Overview Tier 1 Vision Plan Priority Actions MAA#Measure AA Portfolio Expenditure Plan (adopted 2014) Total Life-To- Date Estimate through 6/30/21 FY22 Proposed Balance Remaining % Expended 01 Miramontes Ridge: Gateway to the Coast Public Access, Stream Restoration and Agriculture Enhancement $27,774,000 $494,859 $174,131 $27,105,010 2.4% 02 Regional: Bayfront Habitat Protection and Public Access Partnership 5,052,000 4,465,093 25,374 561,533 88.9% 03 Purisima Creek Redwoods: Purisima-to-Sea Trail, Watershed Protection and Conservation Grazing 7,608,000 6,552,658 346,647 708,695 90.7% 04 El Corte de Madera Creek: Bike Trail and Water Quality Projects 8,376,000 1,004,617 0 7,371,383 12.0% 05 La Honda Creek: Upper Area Recreation, Habitat Restoration and Conservation Grazing Projects 11,733,000 2,844,290 775,734 8,112,976 30.9% 06 Windy Hill: Trail Implementation, Preservation and Hawthorns Area Historic Partnership 12,740,000 41,249 111,325 12,587,426 1.2% 07 La Honda Creek: Driscoll Ranch Public Access, Endangered Wildlife Protection and Conservation Grazing 14,825,000 12,298,826 191,088 2,335,086 84.2% 08 La Honda Creek/Russian Ridge: Preservation of Upper San Gregorio Watershed and Ridge Trail 15,347,000 2,153,910 0 13,193,090 14.0% 09 Russian Ridge: Public Recreation, Grazing and Wildlife Protection Projects 5,560,000 692,666 0 4,867,334 12.5% 10 Coal Creek: Reopen Alpine Road for Trail Use 8,017,000 558,909 (96,888)7,554,979 5.8% 11 Rancho San Antonio: Interpretive Improvements, Refurbishing, and Transit Solutions 10,811,000 180,078 0 10,630,922 1.7% 12 Peninsula/South Bay Cities: Partner to Complete Middle Stevens Creek Trail 1,038,000 0 0 1,038,000 0.0% 13 Cloverdale Ranch: Wildlife Protection, Grazing and Trail Connections 15,712,000 0 0 15,712,000 0.0% 14 Regional: Trail Connections and Campgrounds 3,966,000 0 0 3,966,000 0.0% 15 Regional: Redwoods Protection and Salmon Fishery Conservation 50,728,000 4,648,867 0 46,079,133 9.2% 16 Long Ridge: Trail, Conservation and Habitat Restoration Projects (Saratoga) 5,140,000 0 1,787 5,138,213 0.0% 17 Regional: Complete Upper Stevens Creek Trail 7,760,000 1,646,441 0 6,113,559 21.2% 18 South Bay Foothills: Saratoga-to-Sea Trail and Wildlife Corridor 1,365,000 1,284,398 0 80,602 94.1% 19 El Sereno: Dog Trails and Connections 2,254,000 292,949 0 1,961,051 13.0% 20 South Bay Foothills: Wildlife Passage and Ridge Trail Improvements 13,966,000 1,368,198 126,019 12,471,783 10.7% 21 Bear Creek Redwoods: Public Recreation and Interpretive Projects 17,478,000 9,455,449 3,584,522 4,438,029 74.6% 22 Sierra Azul: Cathedral Oaks Public Access and Conservation Projects 6,714,000 941,513 83,203 5,689,284 15.3% 23 Sierra Azul: Mount Umunhum Public Access and Interpretive Projects 27,972,000 21,655,703 0 6,316,297 77.4% 24 Sierra Azul: Rancho de Guadalupe Family Recreation 10,078,000 1,591,996 0 8,486,004 15.8% 25 Sierra Azul: Loma Prieta Area Public Access, Regional Trails and Habitat Projects 7,986,000 2,100,150 285,565 5,600,285 29.9% TOTAL MAA Bond $300,000,000 $76,272,819 $5,608,507 $218,118,674 27.3% MAA Portfolio numbers do not coincide with Regional Map locations 1-26. Total life-to-date and proposed expenditures are net of grants awarded. 30 Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Vision Plan Through a comprehensive community engagement process and a thorough resource assessment, Midpen developed 54 priority action portfolios focused on the various legs of the mission: land protection, habitat restoration, low- intensity recreation, and support of local agriculture. These were prioritized by the public and approved by Midpen’s Board of Directors in January 2014 as a slate of 25 high-priority project portfolios (now identified as MAA portfolios) and 29 additional portfolios to be completed as time and resources allow. Vision Plan Goals ——————————————————————————––––––––––––—————————————————————————————— 1. Outdoor Recreation and Healthy Living: Provide accessible open space lands for recreation and outdoor exercise in nature.——————————————————————————––––––––––––—————————————————————————————— 2. Cultural and Scenic Landscape 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 MAA portfolios). Tier 2 includes longer-term priority actions as identified in the Vision Plan. This map identifies the location of both Tier 1 and Tier 2 priority actions, followed by a list of Tier 2 action locations and names. 31Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w TIER 2 VISION PLAN PRIORITY ACTIONS Portfolio Location and Name ——————————————————————————––––––––––––—————————————————————————————— 26 Pulgas Ridge: Regional and Neighborhood Trail Extensions——————————————————————————––––––––––––—————————————————————————————— 27 Miramontes Ridge/Purisima Creek Redwoods: Coastside Environmental Education Partnerships——————————————————————————––––––––––––—————————————————————————————— 28 Miramontes Ridge/Purisima Creek Redwoods: Mills Creek /Arroyo Leon Watershed Protection, Stream Restoration, and Regional Trail Connections——————————————————————————––––––––––––—————————————————————————————— 29 Regional: Advocate to Protect Coastal Vistas of North San Mateo County Coast——————————————————————————––––––––––––—————————————————————————————— 30 Regional: Support California Coastal Trail——————————————————————————––––––––––––—————————————————————————————— 31 Miramontes Ridge/Purisima Creek Redwoods: Fire Management and Risk Reduction——————————————————————————––––––––––––—————————————————————————————— 32 Tunitas Creek: Additional Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––—————————————————————————————— 33 Purisima Creek Redwoods: Parking and Repair Projects——————————————————————————––––––––––––—————————————————————————————— 34 Teague Hill: West Union Creek Watershed Restoration Partnership——————————————————————————––––––––––––—————————————————————————————— 35 Peninsula and South Bay Cities: Major Roadway Signage——————————————————————————––––––––––––—————————————————————————————— 36 Regional: Collaborate to Restore San Francisquito Creek Fish Habitat——————————————————————————––––––––––––—————————————————————————————— 37 Peninsula and South Bay Cities: San Francisquito Creek Restoration Partnership——————————————————————————––––––––––––—————————————————————————————— 38 Ravenswood: Cooley Landing Nature Center Partnership——————————————————————————––––––––––––—————————————————————————————— 39 La Honda Creek/El Corte de Madera Creek: San Gregorio Watershed and Agriculture Preservation Projects——————————————————————————––––––––––––—————————————————————————————— 40 Regional: San Andreas Fault Interpretive Trail Program——————————————————————————––––––––––––—————————————————————————————— 41 Rancho San Antonio: Hidden Villa Access and Preservation Projects——————————————————————————––––––––––––—————————————————————————————— 42 Regional: Advocate to Protect Coastal Vistas of South San Mateo County Coast——————————————————————————––––––––––––—————————————————————————————— 43 Lower Pomponio Creek: Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––—————————————————————————————— 44 Lower Pescadero Creek: Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––—————————————————————————————— 45 Skyline Subregion: Fire Management and Forest Restoration Projects——————————————————————————––––––––––––—————————————————————————————— 46 Skyline Ridge: Education Facilities, Trails, and Wildlife Conservation Projects——————————————————————————––––––––––––—————————————————————————————— 47 Monte Bello: Campfire Talks and Habitat Projects——————————————————————————––––––––––––—————————————————————————————— 48 Gazos Creek Watershed: Redwood Preservation, Long-distance Trails, Fish Habitat Improvements——————————————————————————––––––––––––—————————————————————————————— 49 Saratoga Gap: Stevens Canyon Ranch Family Food Education Projects——————————————————————————––––––––––––—————————————————————————————— 50 Picchetti Ranch: Family Nature Play Program——————————————————————————––––––––––––—————————————————————————————— 51 Fremont Older: Historic Woodhills Restoration and Overall Parking Improvements——————————————————————————––––––––––––—————————————————————————————— 52 Peninsula and South Bay Cities: Los Gatos Creek Trail Connections——————————————————————————––––––––––––—————————————————————————————— 53 Sierra Azul: Expand Access in the Kennedy-Limekiln Area——————————————————————————––––––––––––—————————————————————————————— 54 Sierra Azul: Fire Management——————————————————————————––––––––––––—————————————————————————————— Midpen’s Vision Plan Report and appendices can be found online at: openspace.org/our-work/projects/vision-plan 32 Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Debt Service LEGAL DEBT LIMIT The legal debt limit for Midpen is based on Section 5568 of the California Public Resources Code, which states that for the purpose of acquiring land or other property, and for constructing or completing any capital improvements, Midpen may incur an indebtedness not to exceed 15% of the assessed valuation of property situated in the District. As of June 30, 2021, the assessed value of property within the District’s jurisdiction totaled $295.788 billion, resulting in a legal debt limit of $44.368 billion. In 2017 and 2018, both Standard & Poor’s and Fitch Ratings awarded AAA ratings to Midpen’s new 2017 Green Refunding Bonds, the 2017 Parity Bonds, and the 2018 General Obligation Bonds. Midpen’s Refunding Promissory Notes and Bonds remain at AAA, and the 2011 District’s Revenue Bonds are rated AA+ by both ratings agencies. OUTSTANDING DEBT OBLIGATIONS As of June 30, 2021, Midpen had the following outstanding debt obligations: Outstanding Debt Obligations Type of Debt Maturity Actual Interest Rate Authorized and Issued Outstanding as of June 30, 2021 2011 Revenue Bonds*2022 3% to 4%$1,080,000 $285,000 2012 Refunding Promissory Notes**2033 3% to 5.44%8,705,601 7,475,601 2015 Refunding Promissory Notes 2034 2% to 5%23,630,000 19,190,000 2016 Green Refunding Bonds 2039 3% to 5%57,410,000 44,035,000 2017 Green Refunding Bonds 2038 3% to 5% 25,025,000 25,025,000 2017 Parity Bonds 2028 5%11,220,000 8,490,000 Promissory Note 2023 5%1,500,000 1,500,000 General Fund 128,570,601 106,000,601 2015 General Obligation Bonds 2021/2045 1.5% to 5%45,000,000 40,630,000 2018 General Obligation Bonds 2049 2% to 5%50,000,000 45,770,000 Measure AA Fund 95,000,000 86,400,000 Total Debt $223,570,601 $192,400,601 *The 2023 through 2041 maturities of the 2011 Revenue Bonds were refunded through Midpen’s 2016 Green Bonds. **The 2024 through 2029 and 2035 through 2042 maturities of the 2012 Revenue Bonds were refunded through Midpen’s 2017 Green Bonds. GENERAL FUND BOND 2011 Revenue Bonds On May 19, 2011, the District Financing Authority, on behalf of Midpen, issued $20.5 million of Revenue Bonds for the purpose of acquiring land to preserve and use as open space. Each year, Midpen will appropriate revenues (primarily limited property tax collections that Santa Clara County and San Mateo County allocate to Midpen) to pay its obligations under a lease agreement for use and occupancy of District land in addition to other Midpen debt and lease obligations unrelated to this financing. The maturities from 2022 through the final maturity in 2041 issue were advance refunded through Midpen’s 2016 Green Bonds. 2012 Revenue Refunding Bonds On January 19, 2012, Midpen advance refunded $34.7 million in 1999 Lease Revenue Bonds by issuing $34.265 million in promissory notes. The notes are a blend of current interest and capital appreciation notes maturing through 2042. The net proceeds of $33.396 million were used to purchase U.S. government securities, which were deposited in an irrevocable trust with an escrow agent to provide for all future debt service payments on the 1999 Series bonds. As a result, the 1999 Series bonds are considered to be defeased and the liability for those bonds has been removed from the long-term debt in the financial statements. 33Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w 2015 Refunding Promissory Notes (2004 Project Lease) On January 22, 2015, Midpen refunded $31.9 million of the District’s Financing Authority’s 2004 Revenue Bonds by issuing $23.63 million in promissory notes. The net proceeds of $30.9 million, together with $2.3 million of funds related to the 2004 Revenue Bonds, were used to purchase U.S. government securities. Those securities were deposited in an irrevocable trust with an escrow agent to redeem the 2004 Revenue Bonds in full on March 1, 2015. 2016 Green Bonds Refunding On September 22, 2016, Midpen refunded $44.1 million of the District Financing Authority’s 2007 Series A Revenue Refunding Bonds and advance refunded $19.1 million of the District Financing Authority’s 2011 Revenue Bonds by issuing $57.4 million in Green Bonds Refunding. The net proceeds of $24.0 million were deposited in an irrevocable trust with an escrow agent to redeem the 2011 Revenue Bonds in full on September 1, 2021. 2017 Green Bonds Refunding (Series A) On December 13, 2017, Midpen advance refunded $11.6 million of the District’s 2012 Revenue Bonds Current Interest Notes and $8.9 million of the District’s 2012 Revenue Bonds Capital Appreciation Notes by issuing $25.025 million in Green Bonds Refunding. The net proceeds of $28.3 million were deposited in an irrevocable trust with an escrow agent to redeem the 2012 Revenue Bonds in full on September 1, 2022. 2017 Parity Bonds (Series B) On December 13, 2017, Midpen issued $11.22 million of Parity Bonds to finance a portion of the cost of acquiring and improving staffing facilities to establish the new South Area Field Office and to refurbish the newly acquired Administrative Office. The net proceeds of $12.5 million were deposited into the Project Fund. Promissory Note On April 1, 2003, Midpen entered into a $1.5 million promissory note with the Hunt Living Trust as part of a lease and management agreement. The note is due in full on April 1, 2023 and bears interest at 5.5% semi-annually through April 1, 2013 and 5% per annum until the maturity, or prior redemption, of the note. General Fund Annual Debt Service (in millions) $ 14 ——————————————————————————————————————————————————————————————— 12 ——————————————————————————————————————————————————————————————— 10 ——————————————————————————————————————————————————————————————— 8 ——————————————————————————————————————————————————————————————— 6 ——————————————————————————————————————————————————————————————— 4 ——————————————————————————————————————————————————————————————— 2 ——————————————————————————————————————————————————————————————— 0 ——————————————————————————————————————————————————————————————— FY22 FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34 FY35 FY36 FY37 FY38 FY39 FY40 ■ 2011 Refunding Notes (Unrefunded portion) ■ 2012 Refunding Notes ■ 2015 Refunding Notes ■ 2016 Refunding Green Bonds ■ 2017 Green Bonds (Series A Refunding 2012s) ■ 2017 Parity Bonds (Series B) ■ Promissory Note 34 Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Five-Year General Fund Debt Projection Type of Debt FY22 FY23 FY24 FY25 FY26 2011 Refunding Bonds $290,700 $0 $0 $0 $0 2012 Refunding Notes 460,250 461,825 0 0 0 2015 Refunding Notes 1,939,375 1,967,125 1,995,750 1,990,875 2,002,750 2016 Green Bonds 5,509,200 5,818,575 5,852,325 5,893,575 5,678,075 2017 Green Bonds (Series A Refunding 2012s) 1,022,200 1,022,200 1,022,200 1,022,200 1,343,950 2017 Parity Bonds (Series B) 1,438,500 1,435,250 1,439,250 1,435,575 1,438,500 Promissory Note 75,000 1,575,000 0 0 0 Total 10,735,225 12,279,975 10,309,525 10,342,225 10,463,275 Total General Fund Principal 6,295,000 8,135,000 6,565,000 6,935,000 7,415,000 Total General Fund Interest 4,440,225 4,144,975 3,744,525 3,407,225 3,048,275 Grand Total $10,735,225 $12,279,975 $10,309,525 $10,342,225 $10,463,275 MAA BOND FUND MAA Tax Levy Debt service payments on the MAA Bonds are paid through ad valorem taxes on all taxable property within the District. Midpen receives property tax revenue from Santa Clara and San Mateo counties. The counties are responsible for assessing, collecting and distributing property taxes in accordance with state law. Each year, the levy is calculated based on the assessed value and the debt service amount that Midpen needs to collect. The evolution of the tax levy is as follows: ——————————————————————————––––––––––––—————————————————————————————— 2015-16 $.0008 per $100 of assessed valuation——————————————————————————––––––––––––—————————————————————————————— 2016-17 $.0006 per $100 of assessed valuation——————————————————————————––––––––––––—————————————————————————————— 2017-18 $.0009 per $100 of assessed valuation——————————————————————————––––––––––––—————————————————————————————— 2018-19 $.0018 per $100 of assessed valuation——————————————————————————––––––––––––—————————————————————————————— 2019-20 $.0016 per $100 of assessed valuation——————————————————————————––––––––––––—————————————————————————————— 2020-21 $.0015 per $100 of assessed valuation——————————————————————————––––––––––––—————————————————————————————— 2021-22 $.0015 per $100 of assessed valuation (projected)——————————————————————————––––––––––––—————————————————————————————— 2015 General Obligation Bonds (Series 2015A and 2015B) On August 13, 2015, Midpen issued $40 million of tax-exempt general obligation bonds (Series 2015A) and $5 million of taxable general obligation bonds (Series 2015B). The bonds are payable from ad valorem taxes pursuant to an election of registered voters of the District held on June 3, 2014, which approved MAA to authorize the issuance of up to $300 million principal amount of general obligation bonds. 2018 General Obligation Bonds (Series GO Green Bonds) On February 14, 2018, Midpen issued an additional $50 million of tax-exempt general obligation Green Bonds. The bonds are also payable from ad valorem taxes pursuant to an election of registered voters of the District held on June 3, 2014 which approved MAA to authorize the issuance of up to $300 million principal amount of general obligation bonds. 35Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w FY2 2 FY2 3 FY2 4 FY2 5 FY2 6 FY2 7 FY2 8 FY2 9 FY3 0 FY3 1 FY3 2 FY3 3 FY3 4 FY3 5 FY3 6 FY3 7 FY3 8 FY3 9 FY4 0 FY4 1 FY4 2 FY4 3 FY4 5 FY4 6 FY4 7 FY4 8 FY4 9 FY4 4 Measure AA Annual Debt Service (in millions) $ 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 FY22 FY23 FY24 FY25 FY26 Measure AA 2015 Series A (Tax-Exempt)$1,943,288 $2,575,913 $2,570,788 $2,573,163 $2,567,913 Measure AA 2015 Series B (Taxable)637,875 0 0 0 0 Measure AA 2018 Series GO Green Bonds 2,728,500 2,727,600 2,730,200 2,721,350 2,720,600 Total 5,309,663 5,303,513 5,300,988 5,294,513 5,288,513 Total Measure AA Principal 1,825,000 1,895,000 1,980,000 2,070,000 2,170,000 Total Measure AA Interest 3,484,663 3,408,513 3,320,988 3,224,513 3,118,513 Grand Total $5,309,663 $5,303,513 $5,300,988 $5,294,513 $5,288,513 36 Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Grants Program Midpen recognizes that it cannot accomplish its mission alone. The ambitious vision set forth by MAA requires the organization to think strategically about how to broaden its impact in partnership with the conservation community and leverage existing revenue sources to augment funding gaps. To address this need, in early 2017, Midpen created a formal Grants Program focused on increasing grant funding for the organization and deepening its relationships with external partners. The objective of the Grants Program is to bring in additional revenue to fulfill MAA obligations, work in concert with partner organizations to build the collective impact of the conservation community and remain responsive to community needs and trends. Over the long-term, the goal is to build a diverse portfolio of external revenue sources and engage more deeply and collaboratively with partners. As part of its effort to build these relationships, Midpen has expanded its Grantmaking Program, which provides modest conservation grants to partners working on projects that align with Midpen’s mission. To this end, Midpen increased its investment in this program and broadened the categories of eligible funding to align with the organization’s current priorities. Going forward, Midpen will continue to build the capacity of the Grants Program, work collaboratively with its partners and strategically align grant awards with Midpen’s mission. In the short term, the Grants Program will refine these goals, build institutional knowledge about grants among staff and focus on small-scale successes to demonstrate the value of the program. Bear Creek Redwoods Open Space Preserve by Heather Diaz 37Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w General Fund Balance The projected FY22 Total Fund Balance in the General Fund decreased slightly due to the FY22 proposed budget increase compared to the FY21 adopted budget. Of note, some funds are shifting from unassigned to committed in preparation for future capital expenditures in FY23 and beyond. Projected General Fund Balance FY17 Actual FY18 Actual FY19 Actual FY20 Actual FY21 Projected FY22 Budget Nonspendable $55,093 $35,968 $185,984 $205,929 $205,929 $205,929 Restricted 1,971,040 1,466,982 3,962,747 5,527,352 6,081,420 5,961,920 Committed 35,400,000 55,300,000 29,288,465 33,518,465 35,072,194 30,203,711 Assigned — — 1,400,000 710,000 — — Unassigned 23,872,450 16,306,537 16,515,392 16,978,717 17,076,817 21,946,065 Total Fund Balance $61,298,583 $73,109,487 $51,352,588 $56,940,463 $58,436,360 $58,317,625 Minimum Unassigned Fund Balance*$12,691,200 $13,722,600 $14,493,900 $15,616,700 $16,706,900 $17,333,600 *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 FY22 projected balance in each fund is based on FY21 projected fund balances at fiscal year-end; audited financial statements are not available at the time of budget development. The change in fund balance for Fund 30 is due to the projected $40 million new bond proceeds. A balance is maintained in Fund 50 due to an offset in timing between property tax collection and debt service payments. The following table depicts the change in fund balance. Projected Change in Fund Balance Fund 10 General Fund Operating Fund 20 Hawthorns Fund 30 MAA Capital Fund 40 General Fund Capital Fund 50 Debt Service Total FY20 Audited Fund Balance $55,450,301 $1,490,162 $32,301,379 $6,843,580 $4,813,811 $100,899,233 Change in Fund Balance 1,544,597 (48,700)239,475 0 279,190 2,014,562 FY21 Projected Balance $56,994,898 $1,441,462 $32,540,854 $6,843,580 $5,093,001 $102,913,795 Change in Fund Balance 765 (119,500)34,600,493 0 269,337 34,751,095 FY22 Projected Balance $56,995,663 $1,321,962 $67,141,347 $6,843,580 $5,362,338 $137,664,890 Fund 10 General Fund and Fund 20 Hawthorns Fund are presented in Midpen’s audited financial statements as the General Fund. Fund 20 Hawthorns Fund is called out separately as part of the Budget and Action Plan for clarity and tracking. 38 Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Long-Range Financial Planning INTENTIONS AND ASSUMPTIONS This Long-Range Financial Plan looks forward for five years, projecting revenues and expenditures, while testing the financial resiliency of Midpen beyond FY22. Information is included for the two prior year actuals for reference. Annual revenues are based on the Controller’s conservative revenue projections; property taxes are expected to grow at 3.5% each year throughout the forecast years. Estimated one-time revenue of $10 million in FY23 represents the anticipated sale of the current administrative office. Expenditures include salaries and benefits, inflated at 5% per year beginning in FY23 and the inclusion of four new FTEs per year at various salary ranges (note: these positions have not been approved by the Board). Additional annual expenditures include services and supplies inflated at 5% per year, capital expenditures in the General Fund and MAA Fund at 4% per year, land acquisition in the General Fund at 2% per year and known one-time expenditures in the General Fund. Annual debt service payments reflect higher principal and interest from new bond proceeds, projected to be issued in FY22 and FY25. Long-Range Financial Plan (in thousands) FY20 Actual FY21 Projected FY22 Budget FY23 Projected FY24 Projected FY25 Projected FY26 Projected Fund balance beginning $104,327 $100,899 $102,914 $137,665 $138,425 $137,466 $166,966 Revenue Property Taxes 57,251 60,690 63,339 67,601 69,694 71,860 76,276 Grant Income 3,293 2,111 3,403 3,134 100 2,212 2,212 Interest Income 2,655 1,360 698 705 712 719 726 Rental Income 2,327 1,729 1,239 1,655 1,672 1,689 1,706 Other Revenues 262 487 495 503 511 519 524 One-Time Revenues 0 0 0 10,000 0 0 0 Total Revenues 65,788 66,377 69,173 83,597 72,689 77,000 81,444 Other Funding Sources Use of Bond Proceeds 0 20,151 0 0 0 0 0 New Bond Proceeds & Debt Service Premiums 0 0 40,000 0 0 35,000 0 Transfers In / (Out)0 (854)15,218 0 0 0 0 Total Other Funding Sources 0 19,297 55,218 0 0 35,000 0 Grand Total: Revenues & Other Funding Sources 65,788 85,675 124,392 83,597 72,689 112,000 81,444 Expenses General Fund, Hawthorns & GF Capital (10, 20 & 40) Salaries and Benefits 23,240 25,715 27,878 29,271 30,735 32,272 33,886 Salaries and Benefits (4 add’l FTEs per year)0 0 0 1,031 2,165 3,410 4,774 Total Salaries and Benefits 23,240 25,715 27,878 30,302 32,900 35,682 38,660 Services and Supplies 7,829 10,886 13,613 14,362 15,152 15,985 16,864 General Fund Capital Outlay 1,141 2,906 7,239 5,000 5,200 5,410 5,630 General Fund Land Acquisition 9,310 174 0 250 255 260 265 Other One-Time Expenditures 2,009 12,233 16,168 20 0 0 0 General Fund, Hawthorns & GF Capital Total 43,529 51,913 64,898 49,934 53,507 57,337 61,420 MAA Fund (30) MAA Funded Capital Outlay 7,914 5,827 8,573 15,192 4,401 9,394 9,391 MAA Land Acquisition 103 9,279 124 127 129 132 134 MAA Fund Total 8,017 15,106 8,697 15,319 4,530 9,526 9,526 Debt Service Fund (50) Debt Service 17,670 16,641 16,045 17,583 15,611 15,637 15,752 Total Expenses $69,216 $83,660 $89,641 $82,837 $73,648 $82,500 $86,697 Net changes in fund balance ($3,428)$2,015 $34,751 $761 ($960)$29,500 ($5,253) Fund Balance Ending General Fund $55,450 $56,995 $56,996 $69,265 $68,541 $67,956 $65,528 Hawthorns Endowment Fund 1,490 1,441 1,322 1,247 1,172 1,097 1,022 MAA Capital Projects Fund (Bond Proceeds)32,301 32,541 67,141 54,756 50,126 77,812 70,499 General Fund Capital Projects Fund (Bond Proceeds)6,844 6,844 6,844 6,844 6,844 6,844 6,844 Debt Service Fund 4,814 5,093 5,362 6,314 10,784 13,256 17,820 Fund balance ending $100,899 $102,914 $137,665 $138,425 $137,466 $166,966 $161,713 39Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w CONCLUSIONS Beginning FY22 cash balances, estimated at a total of $102.9 million, and future projected revenues are adequate to cover projected debt service, operating expenses, capital expenditures, and reserve requirements. Ending FY26 cash balances are estimated at a total of $161.7 million. Midpen’s long-term financial projections indicate that the proposed FY22 budget is balanced, sustainable and aligned with Midpen’s long-term plans and objectives. Delivering on Midpen’s Mission AGRICULTURE In keeping with Strategic Plan Goal 1, Objective 4: preserve open space and agricultural lands of local and regional significance and Goal 2, Objective 5: support the viability of sustainable agriculture and character of rural communities, Midpen has prioritized 11 projects to support regional agriculture and sustain conservation grazing on District lands such as the Purisima-to-the-Sea Habitat Enhancement and Water Supply Improvement Plan. DIVERSITY In support of Goal 3, Objective 2: engaging diverse communities, Midpen has prioritized 17 projects to connect diverse communities to their public open space preserves, including the Rancho San Antonio Multimodal Access project. In addition to the 17 projects to connect diverse communities to their open space preserves, Midpen programs expand outreach to diverse communities through our grantmaking program, community partnerships, sponsorships and other activities. WILDLAND FIRE RESILIENCY In support of Goal 2, Objective 4: Climate change has created a new wildfire reality in California: fires are becoming more frequent and catastrophic. In response, Midpen has prioritized seven fire prevention projects, including an emphasis on fuels reduction and wildland fire readiness. Projects include Fuel Reduction Implementation and the Wildland Fire Resiliency Program. Climate Action Plan CLIMATE ACTION PLAN OVERVIEW The Board adopted the Climate Action Plan in October 2018 to chart a course for reducing greenhouse gas emissions from agency operations. The plan identified Midpen’s goals for reducing GHG emissions as follows: 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. The GHG inventory for 2020 is underway and is expected to show further reductions of 3%-5%. Actions taken in FY22 will need to eliminate another 1%-3% of Midpen’s emissions to meet the 2022 20% reduction goal. The following table describes the Climate Action Plan items that will be implemented in FY22. A notable action is the expansion of telecommuting. During the COVID-19 pandemic, administrative office staff maintained high productivity while working from home, and a large majority reported interest in telecommuting at least a few days a week after office capacity restrictions are lifted. Formalizing this shift in how Midpen works while delivering on the mission could reduce employee commute-generated emissions by an estimated 7% or more compared to the 2016 baseline. The Climate Action Plan can be found on Midpen’s website at openspace.org/climate. 40 Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w FY22 Climate Action Plan Implementation Actions Climate Action Plan Item Budget*Department Commute-3/Facilities-5: Expand telecommuting options for AO staff $0 (Staff time only*)Administrative Services, Human Resources Commute-4: Continue incentives for employees commuting via carpool, public transit, bike, or walking $50,000 Administrative Services Livestock-2: Implement San Mateo County Resource Conservation District plan to increase carbon sequestration on rangeland $15,000 Natural Resources, Land and Facilities Vehicles-X: As patrol vehicles are up for replacement, replace with diesel or lower emissions options whenever possible $215,000 Land and Facilities Vehicles-14: Purchase carbon offsets for business flights $1,000 Natural Resources (No number): Ecosystem Carbon Study for San Gregorio Watershed $50,000 Natural Resources Vehicles-X: Develop a transition plan to decarbonize Midpen’s fleet $50,000 Land and Facilities *Staff time only: Midpen recognizes staff time as an indirect cost of implementing the Climate Action Plan actions. MONITORING PROGRESS To track progress towards the climate change goals, staff conduct a GHG inventory every two years to measure emissions and assess change over time. The 2018 GHG inventory found that emissions decreased by 14% from 2016 to 2018, primarily due to “low-hanging fruit” actions such as purchasing carbon offsets and buying renewable electricity that cut significant emissions without great financial or administrative costs. However, an inventory of avoided emissions showed that had actions not been taken, administrative emissions would have risen 9%— this reminds us that without intentional effort, emissions will continue to rise. Including the Climate Action Plan in the budget publication 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. Budget Process Midpen’s annual budget development process begins in December each year. An annual public retreat, the Board reviews and updates Midpen’s Strategic Plan, based on the findings of an environmental scan, and reviews prior- year accomplishments. Staff then begins capacity planning for ongoing projects and proposed new projects. In March, the Board holds a second public retreat with executive management and department managers to establish priorities for the upcoming fiscal year and provide staff with strategic direction regarding the CIAP. Departments begin developing the annual CIAP in February/March in accordance with Board priorities, and budgets are developed in March. The individual department budgets and CIAPs are consolidated in March/April and reviewed by executive management before being presented to the Action Plan and Budget Committee in April/ May. The Board conducts its initial review and public hearing of the proposed Annual Budget and Action Plan in May and formally adopts it in June. In addition to holding these public retreats and meetings, Midpen puts together public advisory committees as needed to incorporate community input for particular topics of high interest. Examples include the Community Advisory Committee that helped develop the Vision Plan and the La Honda Public Access Working Group that worked with staff on the La Honda Parking and Trailhead Access Feasibility Study. 41Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w In April 2020, in response to the COVID-19 pandemic, executive management and department managers performed an additional review of the FY21 budget in development. The most recent budget development process did not include this additional review because business operations are anticipated to recuperate in FY22. However, following the second Board retreat in March, Midpen staff always review and update the draft CIAP to ensure a realistic projection of work that can be completed with available staff and funding. As a result, the following project changes were made: Projects removed or deferred:——————————————————————————––––––––––––—————————————————————————————— MAA09-006 Mindego Ranch South Pasture was removed from FY22 since it is now projected to be completed in FY21 (ahead of schedule).——————————————————————————––––––––––––—————————————————————————————— MAA22-004 Beatty Parking Area and Trail Connections was deferred per Board decision.——————————————————————————––––––––––––—————————————————————————————— Project added:——————————————————————————––––––––––––—————————————————————————————— New Servers for Administrative Office was added to replace administrative office servers and increase data storage capacity and performance.——————————————————————————––––––––––––—————————————————————————————— Budget Development Process • Develop Environmental Scan • Update Strategic Goals • Board Retreat #1 • Project Scoping • Resource Loading • Measure AA Reprioritization, as needed • Develop Capital Improvement and Action Plan (CIAP) • Board Retreat #2 • Initialize Budget in NWS • Finalize OpEx/CapEx Budgets and CIAP • Review Budget and CIAP with Managers/AGMs/CFO • Review Budget and CIAP with GM • Present Budget and CIAP to ABC Committee • Follow-up Presentations to ABC (if needed) • ABC Approves Budget and CIAP • Board‘s Initial Review of Budget and CIAP • Board Adopts Budget and CIAP Midpen’s Board of Directors adopts an annual operating budget for the organization by major fund on or before June 30 for the ensuing fiscal period. The Board may amend the budget by resolution during the fiscal period. The legal level of control, the level at which expenditures may not legally exceed the budget, is at the category level. Midpen uses three methods of amending the budget throughout the year: (1) at the quarterly re-forecast, (2) ad hoc for property purchases or time-sensitive expenditure adjustments, and (3) a net zero adjustment within a fund and expense category. ——————————————————————————––––––––––––—————————————————————————————— 1. After the end of the first, second, and third quarters, department managers and project managers provide a re-forecast report for all non-personnel related expenditures. Based on the aggregated re-forecast reports, a consolidated budget adjustment is proposed to the Board for adoption via resolution.——————————————————————————––––––––––––—————————————————————————————— 2. The Ad Hoc budget adjustments are used for property purchases as well as time-sensitive expenditures that require budget availability prior to the quarterly re-forecast. This method ensures continuation of projects and operations without administrative restrictions. Ad Hoc budget adjustments are adopted by the Board via resolution.——————————————————————————––––––––––––—————————————————————————————— 3. Net-zero budget transfers can be implemented administratively, provided these transfers are within the same fund and the same expenditure category. A summary of net zero transfers is included in each quarterly re-forecast report to the Board.——————————————————————————––––––––––––—————————————————————————————— Strategic Planning (Nov-Jan) Action Plan Development (Nov-Mar) Budget Preparation (Jan-Apr) Board Review (Apr-Jun) 42 Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Budget Management Process • Departments are expected to review YTD operating and capital budgets throughout the fiscal year to ensure that expenditures are trending to adopted budget • Budget and Analysis sends quarterly budget performance reports to departments • General Manager may approve net-zero adjustments over $15,000 • AGM’s may approve net-zero adjustments up to $15,000 • Department managers may approve net-zero adjustments within their departments up to $10,000 • GM must report to the board any adjustments greater than 5% in the following accounts: Expenses/Annexation, Special Agreements, Insurance, Travel Expenses and Personal Development • Budget and Analysis staff presents quarterly budget adjustment requests to the board for approval Financial Policies Each year, the General Manager, Chief Financial Officer, and Controller all review Midpen’s finance policies in preparation for an annual Board review and affirmation of the policies. v This symbol indicates that the proposed fiscal year budget complies with the financial policy mentioned. BUDGET POLICY v Midpen follows best practices in budgeting, including assessing constituent needs, developing long range plans, adhering to budget preparation and adoption procedures, monitoring performance, and adjusting budgets as required. Midpen’s budget is divided into four categories: Operating Budget, Capital Budget, Land and Associated Costs, and Debt Service. The budget is prepared and adopted on a cash basis, whereas the annual financial statements are prepared on a modified accrual basis, which takes into account all of the current year revenues and expenses regardless of when cash is received or paid. The Board adopts the annual budget on the Fund level: ——————————————————————————––––––––––––—————————————————————————————— Fund 10 – General Fund Operating——————————————————————————––––––––––––—————————————————————————————— Fund 20 – Hawthorns——————————————————————————––––––––––––—————————————————————————————— Fund 30 – Measure AA Land/Capital——————————————————————————––––––––––––—————————————————————————————— Fund 40 – General Fund Land/Capital——————————————————————————––––––––––––—————————————————————————————— Fund 50 – Debt Service——————————————————————————––––––––––––—————————————————————————————— The budget can be amended during the year, in accordance with the board Budget and Expenditure Policy, which states that increases to any of the four budget categories must be approved by the Board. DEBT MANAGEMENT POLICY v The Board adopted a Debt Management Policy in 2017. The stated purpose of the Debt Management Policy is to establish the overall parameters for issuing, structuring, and administering Midpen’s debt in compliance with applicable federal and state securities law. The Debt Management Policy was developed in conjunction with the Policy for Initial and Continuing Disclosure Relating to Bond Issuances, with the latter ensuring that statements or releases of information to the public and investors relating to the finances of Midpen are complete, true and accurate in all material respects. Budget Monitoring Budget Amendments (Quarterly) GM Review Board Approval 43Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w 44 Section 2 • Budget and Action Plan FY22 FUND BALANCE POLICY v During 2014, the Board adopted the Fund Balance Policy to provide adequate funding to meet Midpen’s short-term and long-term plans, provide funds for unforeseen expenditures related to emergencies such as natural disasters, strengthen the financial stability of the organization against present and future uncertainties, such as economic downturns and revenue shortfalls, and maintain an investment-grade bond rating. This policy has been developed, with the counsel of the Midpen auditors, to meet the requirements of GASB 54. The components of Midpen’s fund balance are as follows: ——————————————————————————––––––––––––—————————————————————————————— Nonspendable fund balance includes amounts that cannot be spent either because they are not in spendable form, e.g. prepaid insurance, or because of legal or contractual constraints. At all times, Midpen shall hold fund balance equal to the sum of its nonspendable assets.——————————————————————————––––––––––––—————————————————————————————— Restricted fund balance includes amounts that are constrained for specific purposes which are externally imposed by constitutional provisions, enabling legislation, creditors or contracts.——————————————————————————––––––––––––—————————————————————————————— Committed fund balance includes amounts that are constrained for specific purposes that are internally imposed by the government through formal action of the highest level of decision making authority and do not lapse at period end. ——————————————————————————––––––––––––—————————————————————————————— Assigned fund balance includes amounts that are intended to be used for specific purposes that are neither restricted nor committed. Such amounts may be assigned by the General Manager if authorized by the Board to make such designations. Projects to be funded by assigned funds require the approval of the General Manager. ——————————————————————————––––––––––––—————————————————————————————— Unassigned fund balance includes amounts within the general fund which have not been classified within the above categories. The Board shall designate the minimum amount of unassigned fund balance which is to be held in reserve in consideration of unanticipated events that could adversely affect the financial condition of Midpen and jeopardize the continuation of necessary public services. The minimum amount of unassigned fund balance is calculated as 30% of the Budgeted General Fund Tax Revenue. Any spending from this minimum general fund reserve requires the approval of the Board. Any such spending will be reimbursed within two years. If such reimbursement exceeds 5% of the Budgeted General Fund Tax Revenue, the Board may decide to limit the reimbursement at 5% and extend the reimbursement period beyond two years, as needed. The minimum reserve amount calculation will be reviewed annually as part of the annual budget process.——————————————————————————––––––––––––—————————————————————————————— INVESTMENT POLICY v Midpen’s Investment Policy is adopted annually, in accordance with state law. The policy provides guidance and direction for the prudent investment of Midpen funds to safeguard the principal of invested funds and achieve a return on funds while maintaining the liquidity needs of the organization. The ultimate goal is to maximize the efficiency of Midpen’s cash management system, and to enhance the organization’s economic status, while protecting its pooled cash. The investment of funds is governed by the California Government Code Section 53601 et seq., and by California Government Code Section 53630 et seq. Funds on deposit in banks must be federally insured or collateralized in accordance with the provisions of California Government Code, Sections 53630 et seq. 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. 44 Section 2 • Budget and Action Plan FY22 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Section 3 Capital Improvement and Action Plan Picchetti Ranch Open Space Preserve by Curt Bianchi 45Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Capital Improvement and Action Plan Overview This section of the budget, the Capital Improvement and Action Plan, provides multiyear budget information and a consolidated view of the major projects and activities at Midpen. Projects with budgets of $50,000 or more over their lifetime are highlighted in this section. Projects below this threshold are noted at the beginning of each program as supporting projects and are also included in Section 4: Department Summary objective tables. Midpen’s CIAP forms the fiscal year work program and includes the projects and key initiatives that the organization will pursue and for which it will dedicate staff and financial resources. FY22-23 projects are limited to those that begin or have activity in FY22 or FY23 and potentially continue as multiyear projects into FY23 and FY24. At this time, the CIAP does not identify new projects that will begin in FY24 or beyond. Midpen intends to continue expanding the CIAP in future years to ultimately arrive at a true three-to-five-year CIAP. However, the Board continues to adopt the budget one fiscal year at a time. Budgets for FY23 and beyond are preliminary. The FY22 CIAP contains a total of 87 projects, of which 28 projects, or 32%, are eligible for Measure AA reimbursement, a general obligation bond funding source that was approved by the voters in 2014. There are 16 more projects proposed in FY22 as compared to FY21 adopted. The FY23 CIAP contains a total of 75 projects, of which 23 projects, or 31%, are eligible for MAA reimbursement. Midpen staff prepared the FY22-23 CIAP in accordance with the Board’s Priority Setting Retreat on March 4, 2021, resulting in the following projects spread throughout Midpen’s four Programs: FY22 CIAP by Program FY23 CIAP by Program ● Land Acquisition and Preservation ● Natural Resource Protection and Restoration ● Public Access, Education and Outreach ● Assets and Organizational Support From a funding perspective, 69% of the FY22 CIAP projects are capital projects or land acquisition while the remaining 31% are included in the operating budget. Whereas for FY23, 63% of the CIAP projects are capital projects or land acquisition while the remaining 37% are included in the operating budget. FY22 and FY23 CIAP Projects by Program and Fund Program Fund 10– General Fund Operating Fund 20– Hawthorns Fund 30– MAA Capital Fund 40– General Fund Capital Grand Total % Total Fiscal Year FY22 FY23 FY22 FY23 FY22 FY23 FY22 FY23 FY22 FY23 FY22 FY23 Land Acquisition and Preservation 0 0 0 0 2 0 12 5 14 5 16%7% Natural Resource Protection and Restoration 14 17 0 0 11 10 1 3 26 30 30%40% Public Access, Education and Outreach 5 5 0 0 15 13 6 7 26 25 30%33% Assets and Organizational Support 8 6 1 1 0 0 12 8 21 15 24%20% Total Projects 27 28 1 1 28 23 31 23 87 75 100%100% 24%16% 30% 30% 20% 7% 40% 33% 46 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n FY22-FY23 CIAP Budget The FY22-23 Three-Year CIAP lists projected capital and operating projects and associated costs for FY22 through FY24 and provides funding of $69.6 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 FY22-23 budget. Three-Year CIAP by Program* CIAP Summary by Program FY22 FY23 FY24 3-Year Total Land Acquisition and Preservation** $683,250 $397,500 $300,000 $1,380,750 Natural Resource Protection and Restoration 4,148,552 5,993,025 3,935,400 14,076,977 Public Access, Education and Outreach 10,265,525 15,753,329 3,370,400 29,389,255 Assets and Organizational Support 20,882,594 3,386,658 524,500 24,793,752 Total CIAP $35,979,922 $25,530,512 $8,130,300 $69,640,734 *FY22/FY23 projects are limited to those that begin or have activity in FY22 or FY23 and potentially continue as multiyear projects into FY23 and FY24. At this time, the CIAP does not identify new projects that will begin in FY24 or beyond. **The land budget does not include title and purchase costs and only accounts for appraisals and other costs associated with property purchase research and early negotiations. Land purchase costs for titles or easements are budgeted upon approval by the Board. Three-Year CIAP Funding Sources CIAP Summary by Funding Source FY22 FY23 FY24 3-Year Total Fund 10 – General Fund Operating $3,561,063 $2,475,308 $1,780,400 $7,816,771 Fund 20 – Hawthorns 47,300 285,000 0 332,300 Fund 30 – Measure AA Capital 5,608,507 12,385,272 4,430,400 22,424,179 Fund 40 – General Fund Capital 23,360,120 7,251,000 1,819,500 32,430,620 Grants/Partnerships/Other 3,402,932 3,133,932 100,000 6,636,864 Total CIAP $35,979,922 $25,530,512 $8,130,300 $69,640,734 ICONS In an effort to highlight projects that support key areas of interest and improve readability, icons are included on pertinent CIAP project worksheets. Land Acquisition and Preservation Natural Resource Protection and Restoration Public Access, Education and Outreach Assets and Organizational Support Agriculture Diversity Wildland Fire Resiliency Grant Funded Supports Climate Action Plan implementation Project has an ongoing impact on the operating budget 47Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n With the support of the Grants Program, additional revenue is secured annually to support Midpen’s mission, leverage existing financial resources to relieve financial resources to relieve funding gaps and ensure project delivery. A summary of CIAP projects with awarded external funding sources is included below. Grant Income Project #Project Name Grant/Partnership/Other FY22 FY23 FY24 3-Year Total 31903 Hwy 35 Multi-use Trail Crossing and Parking–Feasibility Study San Francisco Public Utilities Commission $114,000 $0 $0 $114,000 80065 IPM Implementation of Santa Clara Valley Water District Grant D2: Revitalize Stream, Upland and Wetland Habitats 200,000 200,000 0 400,000 MAA03-002 Purisima Upland Site Clean up and Soil Remediation CalRecycle Farm & Ranch Clean-up Grant 0 77,480 0 77,480 MAA03-005 Purisima-to-the-Sea Trail and Parking Area–Feasibility Study Coastal Conservancy Grant 241,000 0 0 241,000 MAA10-001 Alpine Road Regional Trail, Coal Creek Santa Clara County Stanford Mitigation 272,211 0 0 272,211 MAA20-001 Wildlife Corridor: Highway 17 Crossing Wildlife Conservation Board (WCB) 900,000 100,000 0 1,000,000 MAA21-004 Bear Creek Stables Project Interest Income 0 1,223,530 0 1,223,530 MAA21-006 Bear Creek Redwoods–Alma College Cultural Landscape Rehabilitation California Rivers Parkways Program 172,944 0 0 172,944 MAA21-006 Bear Creek Redwoods–Alma College Cultural Landscape Rehabilitation Historic Grants Program 200,000 0 0 200,000 MAA21-006 Bear Creek Redwoods–Alma College Cultural Landscape Rehabilitation Per Capita Program 762,336 0 0 762,336 MAA21-007 Bear Creek Redwoods Preserve Plan: Invasive Weed Treatment and Restoration D2: Revitalize Stream, Upland and Wetland Habitats 158,768 108,051 100,000 366,819 MAA21-011 Phase II Trail Improvements, Bear Creek Redwoods OSP California Rivers Parkways Program 339,250 1,424,871 0 1,764,121 MAA22-001 Hendrys Creek Property Land Restoration D3: Grants and Partnerships to Restore Wildlife 42,423 0 0 42,423 Grand Total $3,402,932 $3,133,932 $100,000 $6,636,864 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 and Goal 2, Objective 5).——————————————————————————––––––––––––——————————————————————————— Diversity: Connecting diverse communities to their public open space preserves, through support of regional partnerships and expanded outreach to youth and underserved communities (Goal 3, Objective 2).——————————————————————————––––––––––––——————————————————————————— Wildland Fire Resiliency: Working with local fire agencies and surrounding communities to enhance Midpen’s wildland fire preparedness and responsiveness (Goal 2, Objective 4).——————————————————————————––––––––––––——————————————————————————— 48 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n CIAP project summary tables for these three areas of interest are included below. Agriculture Project Summary Project #Project Name FY22 FY23 FY24 3-Year Total 61010 Toto Ranch Well Drilling and Construction, Tunitas Creek $227,425 $0 $0 $227,425 61021 Toto Ranch North Water Line 0 117,000 0 117,000 80071 Ecological Health and Biodiversity Monitoring 0 65,000 65,000 130,000 MAA01-004 Remediation Plan and Ranch Debris Clean Up, Madonna Creek Ranch 8,731 6,780 6,000 21,511 MAA01-005 Johnston Ranch Land Acquisition 49,250 0 0 49,250 MAA03-006 South Cowell Upland Land Conservation 15,000 0 0 15,000 MAA03-007 Purisima-to-the-Sea Habitat Enhancement and Water Supply Improvement Plan 141,048 264,002 295,000 700,050 MAA05-011 Lone Madrone Ranch Fence Installation 28,027 173,796 0 201,823 VP07-002 Agricultural Workforce Housing–La Honda Creek 178,000 0 0 178,000 VP13-001 Cloverdale Ranch Land Opportunity 92,000 75,000 0 167,000 VP39-001 Lower San Gregorio Creek Watershed Land Conservation 70,000 12,500 0 82,500 Total $809,480 $714,079 $366,000 $1,889,559 Diversity Project Summary Project #Project Name FY22 FY23 FY24 3-Year Total 31901 ADA Barrier Removal $515,000 $1,573,000 $275,000 $2,363,000 31904 Purisima Preserve Multimodal Access Study 60,000 20,000 0 80,000 31906 Bear Creek Redwoods North Parking Area 0 220,000 75,000 295,000 31907 Johnston Ranch Loop Trail and Parking Area 0 30,000 0 30,000 40013 50th Anniversary Public Events and Activities 402,000 83,000 0 485,000 51704 Ward Boundary Redistricting 31,500 0 0 31,500 61027 Rancho San Antonio ADA Path to Deer Hollow Farm 50,000 85,000 0 135,000 80066 Amah Mutsun Land Trust Native Garden 0 50,000 100,000 150,000 MAA02-001 Cooley Landing Interpretative Facilities Design and Implementation 25,374 0 0 25,374 MAA05-007 La Honda Creek Phase II Trail Connections 95,573 191,049 80,000 366,622 MAA06-002 Hawthorns Area Plan 111,325 57,796 38,000 207,121 MAA07-011 Phase II Loop Trails, Lower La Honda Creek OSP 127,680 50,698 0 178,378 MAA16-001 Long Ridge Trail Connection to Eagle Rock and Devils Canyon 1,788 142,024 185,000 328,812 MAA21-006 Bear Creek Redwoods–Alma College Cultural Landscape Rehabilitation 3,868,766 910,800 0 4,779,566 MAA21-011*Phase II Trail Improvements, Bear Creek Redwoods OSP 339,250 1,911,710 10,000 2,260,960 VP05-002 La Honda Creek Parking and Trailhead Access–Feasibility Study 274,750 142,750 0 417,500 VP11-001 Rancho San Antonio (RSA) Multimodal Access–Priority 1 Implementation 25,000 25,000 0 50,000 Total $5,928,006 $5,492,827 $763,000 $12,183,833 *FY22 construction budget will be reduced in FY22 and moved to FY23. In addition to these 17 projects to connect diverse communities to their open space preserves, Midpen programs expand outreach to diverse communities through our grantmaking program, community partnerships, sponsorships and other activities. 49Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Wildland Fire Resiliency Project Summary Project #Project Name FY22 FY23 FY24 3-Year Total 61017 Fuel Reduction Implementation $680,000 $660,000 $660,000 $2,000,000 61023*Los Gatos Creek Watershed–Wildland Fire Resiliency 250,000 250,000 250,000 750,000 80003-10*Wildland Fire Resiliency Program 258,000 235,000 0 493,000 80063 Districtwide Vegetation Mapping 48,000 0 174,000 222,000 80072 Irish Ridge Restoration 80,000 230,000 245,000 555,000 MAA05-010 Restoration Forestry Demonstration Project 349,126 571,706 365,000 1,285,832 MAA21-007 Bear Creek Redwoods Preserve Plan: Invasive Weed Treatment and Restoration 158,118 108,051 100,000 366,169 Total $1,823,244 $2,054,758 $1,794,000 $5,672,001 *Budgets will be reassessed in FY22. PROJECT NUMBERING All projects are assigned a name and a unique number. Additionally, Midpen has three categories of projects, MAA eligible, Vision Plan related, or other capital and operating projects. MAA eligible projects are designated by portfolio and project number, for example MAA21-006 indicates MAA portfolio number 21 (Bear Creek Redwoods: Public Recreation and Interpretive Projects), and project number 6 (Bear Creek Redwoods Alma College Cultural Landscape Rehabilitation). Vision Plan related projects are also designated by portfolio and project number, for example VP11-001 indicates Vision Plan portfolio number 11 (Rancho San Antonio: Interpretive Improvements, Refurbishing Projects), and project number 1 [Rancho San Antonio (RSA) Multimodal Access Study]. Vision Plan portfolios number 01 through 25 represent Midpen-funded efforts in support of the corresponding MAA portfolios. Vision Plan portfolios 26 through 54 are the Tier 2 priority actions in Midpen’s Vision Plan. Other projects are assigned a five-digit project number set (such as 31901, ADA Barrier Removal) and designate operating projects such as wildlife monitoring, facility improvements and administrative systems implementations. SUPPORTING PROJECTS Supporting projects are important activities undertaken each year that do not meet CIAP project criteria (typically with expenses less than $50,000 over the lifetime of the project). While the supporting projects included in this section may incur real expenses, those expenses will only be included in department operating budgets listed in Section 4: Department Summary. OPERATING IMPACT Within the FY22-23 CIAP, Midpen has identified over 58 projects (or 61% of the CIAP) as having a future operating impact to the annual Budget and Action Plan. Some projects will have costs in perpetuity while other projects will have a shorter-term impact. For example, numerous Natural Resource Protection and Restoration projects that are completed require an additional three to five years of ongoing monitoring work (for example, ensuring native plants are well established after being planted can take over three years). New areas that are opened to the public require long-term patrol and maintenance work; this may result in additional staff. Staff is monitoring new and existing CIAP projects for their ongoing operating impact to the annual Budget and Action Plan to identify how operating costs will change in the future. 50 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Land Acquisition and Preservation Project #Project Name Fiscal Year FY22 FY23 FY24 3-Year Total 20125 Cal-Water Land Exchange, Teague Hill Preserve FY22 $24,000 $0 $0 $24,000 MAA01-005 Johnston Ranch Land Acquisition FY22 49,250 0 0 49,250 MAA03-006 South Cowell Upland Land Conservation FY22 15,000 0 0 15,000 VP08-001 Upper San Gregorio Land Conservation FY22 19,500 0 0 19,500 VP08-002 Upper Alpine Creek Land Conservation FY22 12,000 0 0 12,000 VP13-001 Cloverdale Ranch Land Opportunity FY22/FY23 92,000 75,000 0 167,000 VP15-001 Redwood Forest Land Opportunity FY22/FY23 20,500 5,000 0 25,500 VP19-002 El Sereno Land Conservation FY22 20,000 0 0 20,000 VP23-004 Mt. Umunhum Land Conservation FY22 19,000 0 0 19,000 VP24-002 Valley Water Exchange Agreement at Rancho de Guadalupe Area of Sierra Azul Preserve FY22/FY23 10,000 5,000 0 15,000 VP25-001 Sierra Azul Loma Prieta Land Conservation FY22 22,000 0 0 22,000 VP25-003 Forest of Nisene Marks Connection FY22 10,000 0 0 10,000 VP39-001 Lower San Gregorio Creek Watershed Land Conservation FY22/FY23 70,000 12,500 0 82,500 None Districtwide Purchase Options and Low-value Land Fund Reoccurring 300,000 300,000 300,000 900,000 Total $683,250 $397,500 $300,000 $1,380,750 *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. SUPPORTING PROJECTS Project Name Project Purpose Lead Department Fiscal Year Land Conservation Guidance Document Create a Land Conservation Guidance Document that clearly communicates District acquisition policies and goals and provides an outline for strategic land acquisition for use as a reference by District staff (Consistent FOSM Recommendation #11). Real Property/General Manager’s Office FY22 51Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Cal Water Land Exchange, Teague Hill Preserve Project #: 20125 Fund: 40–General Fund Capital PROJECT DESCRIPTION Pursue trail connections between Huddart Park and Teague Hill Open Space Preserve, and pursue future land conservation protections in the Bear Gulch watershed in exchange for land rights to allow the installation of Cal Water water tanks at El Corte de Madera Open Space Preserve. FY22 SCOPE Negotiate and execute letter of intent, exchange agreement and easements. FY23 SCOPE Complete. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 4,000 0 0 0 4,000 8201–Architect/Engineering Services 0 0 20,000 0 0 0 20,000 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 $24,000 $0 $0 $0 $24,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 24,000 0 0 0 24,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $24,000 $0 $0 $0 $24,000 52 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Johnston Ranch Land Acquisition Project #: MAA01-005 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Purchase upland portion of Johnston Ranch from Peninsula Open Space Trust as an addition to the Miramontes Ridge Open Space Preserve. FY22 SCOPE In partnership with Peninsula Open Space Trust, complete land division application with San Mateo County. Upon approval of application by county, purchase Johnston upland property; assign grazing lease. Enter into Memorandum of Agreement with City of Half Moon Bay for future shared parking and trails at city’s Johnston House property. FY23 SCOPE Complete. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 115,044 77,000 49,250 0 0 0 241,294 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $115,044 $77,000 $49,250 $0 $0 $0 $241,294 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 115,044 77,000 49,250 0 0 0 241,294 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $115,044 $77,000 $49,250 $0 $0 $0 $241,294 53Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION South Cowell Upland Land Conservation Project #: MAA03-006 Fund: 30–Measure AA Capital PROJECT DESCRIPTION In partnership with Peninsula Open Space Trust, pursue land purchase to provide improved parking and trail access for the Purisima-to-the-Sea regional trail corridor. FY22 SCOPE Upon approval of a land division application by San Mateo County, complete fee transfer of upland property to Midpen. FY23 SCOPE Complete. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 40,860 4,860,000 15,000 0 0 0 4,915,860 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 $40,860 $4,860,000 $15,000 $0 $0 $0 $4,915,860 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 40,860 4,860,000 15,000 0 0 0 4,915,860 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $40,860 $4,860,000 $15,000 $0 $0 $0 $4,915,860 54 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Upper San Gregorio Land Conservation Project #: VP08-001 Fund: 40–General Fund Capital PROJECT DESCRIPTION Negotiate property additions to the upper San Gregorio Creek watershed. FY22 SCOPE For Woodruff Redwoods property, negotiate alternative access easement with adjoining private property owner, survey alternative easement and record new easement. FY23 SCOPE Complete. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 3,270 20,000 19,500 0 0 0 42,770 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $3,270 $20,000 $19,500 $0 $0 $0 $42,770 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 3,270 20,000 19,500 0 0 0 42,770 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $3,270 $20,000 $19,500 $0 $0 $0 $42,770 55Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Upper Alpine Creek Land Conservation Project #: VP08-002 Fund: 40–General Fund Capital PROJECT DESCRIPTION Purchase 273-acre property adjacent to Russian Ridge Open Space Preserve. FY22 SCOPE Negotiate and execute purchase of property. FY23 SCOPE Complete. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 12,000 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 $15,000 $12,000 $0 $0 $0 $27,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 15,000 12,000 0 0 0 27,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $15,000 $12,000 $0 $0 $0 $27,000 56 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Cloverdale Ranch Land Opportunity Project #: VP13-001 Fund: 40–General Fund Capital PROJECT DESCRIPTION Complete existing conditions assessment and report, and identify additional improvements and restoration projects for Peninsula Open Space Trust to complete. Develop funding plan and pursue grant opportunities, and pursue land division 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. FY22 SCOPE Prepare a preliminary use and management plan, develop a staffing plan, continue community outreach, and further develop the communications plan. In partnership with POST, prepare land division application for the Cloverdale Ranch property, with agricultural parcels to be retained by POST. FY23 SCOPE Complete the land division application and pursue purchase of the Cloverdale Ranch property. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 6,036 55,000 92,000 75,000 0 0 228,036 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 $6,036 $55,000 $92,000 $75,000 $0 $0 $228,036 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 6,036 55,000 92,000 75,000 0 0 228,036 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $6,036 $55,000 $92,000 $75,000 $0 $0 $228,036 57Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Redwood Forest Land Opportunity Project #: VP15-001 Fund: 40–General Fund Capital PROJECT DESCRIPTION Pursue land purchase opportunities to grow Midpen’s contiguous greenbelt in redwood forests. FY22 SCOPE Pursue opportunities to purchase redwood forest lands in the Slate Creek and Oil Creek watersheds. FY23 SCOPE Pursue opportunities to purchase redwood forest lands in the Slate Creek and Oil Creek watersheds. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 20,500 5,000 0 0 25,500 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 $20,500 $5,000 $0 $0 $25,500 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 20,500 5,000 0 0 25,500 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $20,500 $5,000 $0 $0 $25,500 58 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION El 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. FY22 SCOPE Recontact property owner to negotiate and execute a trail easement. FY23 SCOPE Complete. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 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 59Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Mt. Umunhum Land Conservation Project #: VP23-004 Fund: 40–General Fund Capital PROJECT DESCRIPTION Purchase approximately 273-acres to help make future trail connections west of Mt. Umunhum. FY22 SCOPE Negotiate and enter into a purchase and sale agreement with property owner and close transaction. FY23 SCOPE Complete. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 19,000 0 0 0 19,000 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 $19,000 $0 $0 $0 $19,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 19,000 0 0 0 19,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $19,000 $0 $0 $0 $19,000 60 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Valley Water Exchange Agreement at Rancho de Guadalupe Area of Sierra Azul Preserve Project #: VP24-002 Fund: 40–General Fund Capital PROJECT DESCRIPTION Enter into exchange agreement with Valley Water for license to use Pheasant and Hicks Road intersection as a staging area for Guadalupe Dam repairs in exchange for Valley Water’s construction of a public parking lot for accessing the Rancho de Guadalupe area of Sierra Azul Open Space Preserve. FY22 SCOPE Project on hold pending Valley Water reinitiating Guadalupe Reservoir Dam Repairs Project. FY23 SCOPE Resolve agricultural zoning issue on property, negotiate and execute agreement with Valley Water for them to use Midpen site for construction staging and then to build a parking lot for public use. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 5,000 0 0 15,000 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 $5,000 $0 $0 $15,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 10,000 5,000 0 0 15,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $10,000 $5,000 $0 $0 $15,000 61Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION 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. FY22 SCOPE Negotiate and close potential land transactions needed to complete Midpen ownership of Loma Prieta Road as a future regional trail corridor. FY23 SCOPE Complete. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 22,000 0 0 0 42,000 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 $22,000 $0 $0 $0 $42,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 20,000 22,000 0 0 0 42,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $20,000 $22,000 $0 $0 $0 $42,000 62 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Forest of Nisene Marks Connection Project #: VP25-003 Fund: 40–General Fund Capital PROJECT DESCRIPTION Purchase Hihn right-of-way from Highland Way into the Soquel Demonstration Forest from Loma Prieta Ranch area of Sierra Azul Open Space Preserve to pursue Mt. Umunhum-to-the-Sea trail. FY22 SCOPE Negotiate and purchase right-of-way from Highland Way into the Soquel Demonstration Forest. FY23 SCOPE Complete. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 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 63Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Lower San Gregorio Creek Watershed Land Conservation Project #: VP39-001 Fund: 40–General Fund Capital PROJECT DESCRIPTION Pursue opportunity to protect watershed and farmland in the lower San Gregorio watershed. FY22 SCOPE Pursue opportunity to protect watershed and farmland in the lower San Gregorio watershed. FY23 SCOPE In partnership with Peninsula Open Space Trust, monitor riparian conservation easement and support creek restoration planning. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 16,308 1,500 20,000 12,500 0 0 50,308 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 50,000 0 0 0 50,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $16,308 $1,500 $70,000 $12,500 $0 $0 $100,308 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 16,308 1,500 70,000 12,500 0 0 100,308 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $16,308 $1,500 $70,000 $12,500 $0 $0 $100,308 64 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Natural Resource Protection and Restoration Project #Project Name Fiscal Year FY22 FY23 FY24 3-Year Total 61014 Bear Creek Stables Road Drainage Repairs FY22/FY23 $30,000 $10,000 $10,000 $50,000 61017 Fuel Reduction Implementation FY22/FY23 680,000 660,000 660,000 2,000,000 61021 Toto Ranch North Water Line FY23 0 117,000 0 117,000 61023*Los Gatos Creek Watershed–Wildland Fire Resiliency FY22/FY23 250,000 250,000 250,000 750,000 61024 Lobitos Creek Fencing FY23 0 215,000 0 215,000 80003-10*Wildland Fire Resiliency Program FY22/FY23 258,000 235,000 0 493,000 80034-44- 100000 Programmatic State and Federal Environmental Permitting FY22/FY23 265,000 65,000 0 330,000 80054 Badger/Burrowing Owl Habitat Assessment FY22/FY23 24,239 0 0 24,239 80058 Districtwide Aquatic Habitat Assessment and eDNA Collection FY23 0 130,000 120,000 250,000 80059 Groundwater Well Decommissioning FY22/FY23 161,000 60,000 0 221,000 80063 Districtwide Vegetation Mapping FY22/FY23 48,000 0 174,000 222,000 80065 IPM Implementation of Santa Clara Valley Water District Grant FY22/FY23 200,000 200,000 0 400,000 80066 Amah Mutsun Land Trust Native Garden FY23 0 50,000 100,000 150,000 80069 Mountain Lion Collaring Effort–Rancho San Antonio/Foothills Area Preserve FY22/FY23 101,400 101,400 101,400 304,200 80070 Carbon Storage Study–Pilot Project, San Gregorio Watershed FY22/FY23 50,000 25,000 40,000 115,000 80071 Ecological Health and Biodiversity Monitoring FY23 0 65,000 65,000 130,000 80072 Irish Ridge Restoration FY22/FY23 80,000 230,000 245,000 555,000 80073 Lehigh Quarry Reclamation Plan Review FY22/FY23 245,000 100,000 0 345,000 80074 Science Advisory Panel FY22/FY23 100,000 50,000 0 150,000 MAA01-004 Remediation Plan and Ranch Debris Clean Up, Madonna Creek Ranch FY22/FY23 8,731 6,780 6,000 21,511 MAA01-006 Madonna Creek Fish, Water Supply and Bridge Replacement FY22/FY23 116,150 272,143 100,000 488,293 MAA03-002 Purisima Upland Site Clean up and Soil Remediation FY22/FY23 129,821 654,962 0 784,783 MAA03-007 Purisima-to-the-Sea Habitat Enhancement and Water Supply Improvement Plan FY22/FY23 141,048 264,002 295,000 700,050 MAA05-010 Restoration Forestry Demonstration Project FY22/FY23 349,126 571,706 365,000 1,285,832 MAA05-011 Lone Madrone Ranch Fence Installation FY22/FY23 28,027 173,796 0 201,823 MAA07-008 Lower Turtle Pond Repair FY22/FY23 63,408 53,107 289,000 405,515 MAA20-001 Wildlife Corridor: Highway 17 Crossing FY22/FY23 342,965 985,076 1,000,000 2,328,041 MAA21-007 Bear Creek Redwoods Preserve Plan: Invasive Weed Treatment and Restoration FY22/FY23 158,118 108,051 100,000 366,169 MAA21-010 Bear Creek Redwoods Landfill Characterization and Remediation FY22/FY23 156,839 280,000 0 436,839 MAA22-001 Hendrys Creek Property Land Restoration FY22 41,682 0 0 41,682 VP22-001 Alma Bridge Road Newt Mortality and Population Study FY22/FY23 120,000 60,000 15,000 195,000 Total $4,148,552 $5,993,025 $3,935,400 $14,076,977 *Budgets will be reassessed in FY22. 65Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n SUPPORTING PROJECTS Project Name Project Purpose Lead Department Fiscal Year Agricultural Policy Establish a comprehensive agricultural policy to guide future District activities. Natural Resources FY22/FY23 Districtwide Wildlife Camera Program Assess, document and quantify presence of wildlife species and/ or populations in different habitats and at project specific locations, including areas where public access or new infrastructure is introduced, to inform future land management actions. Natural Resources FY22/FY23 Drought Response and Resiliency Plan Prepare for drought and identify drought resiliency measures.Natural Resources FY23 Kennedy Trail Re-route Reduce erosion and re-route steep sections of Kennedy Trail to reduce potential downstream sedimentation and provide better access for patrol, maintenance and local fire agencies. Land and Facilities FY22/FY23 Marbled Murrelet Recovery Comply with survey requirements on District lands for affected projects and assist in development of region-wide recovery plans. Natural Resources FY22/FY23 Mitigation Policy Develop a policy to guide the consideration for (1) accepting mitigation from outside agencies and (2) the process for avoiding, minimizing, and compensating for District projects that may affect the environment. Natural Resources FY22 Pescadero Sediment TMDL Implementation Fulfill regulatory mandate to reduce sediment in the Pescadero Watershed. Natural Resources FY22/FY23 Remediation of Planting Sites Consultant, Oregon State University will provide remediation recommendations for restoration sites contaminated with soil pathogens and preventative strategies in a final report. Staff will then identify which potential remedial actions to pursue based on capacity, costs, and other factors to manage for Phytophthora and minimize impacts to the natural resources District-wide Natural Resources FY23 Water Quality Monitoring Program Monitor water quality in support of District land management and ecosystems. Natural Resources FY23 66 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Bear Creek Stables Road Drainage Repairs Project #: 61014 Fund: 10–General Fund Operating PROJECT DESCRIPTION Assess drainage and erosion from arena area onto the road around paddocks. Repair or remove old road and plant trees for mitigation. FY22 SCOPE Complete any outstanding road abandonment and erosion control tasks under the California Department of Fish and Wildlife routine maintenance agreement to improve drainage and stabilize lands. Monitor temporary erosion control best management practices during wet season to ensure site stability. FY23 SCOPE Monitor plant mitigation. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 75,000 30,000 10,000 10,000 20,000 145,000 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 $75,000 $30,000 $10,000 $10,000 $20,000 $145,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $75,000 $30,000 $10,000 $10,000 $20,000 $145,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $75,000 $30,000 $10,000 $10,000 $20,000 $145,000 67Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Fuel Reduction Implementation Project #: 61017 Fund: 10–General Fund Operating PROJECT DESCRIPTION Begin fuel reduction work outlined in upcoming vegetation management plan to reduce fuels that contribute to wildfire risks. FY22 SCOPE Implement first year of fuel reduction work outlined in vegetation management plan to reduce fuels and lessen wildfire risk. FY23 SCOPE Implement second year of fuel reduction work outlined in vegetation management plan to reduce fuels and lessen wildfire risk. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 100,000 680,000 660,000 660,000 610,000 2,710,000 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 $100,000 $680,000 $660,000 $660,000 $610,000 $2,710,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $100,000 $680,000 $660,000 $660,000 $610,000 $2,710,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $100,000 $680,000 $660,000 $660,000 $610,000 $2,710,000 68 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Toto Ranch North Water Line Project #: 61021 Fund: 40–General Fund Capital PROJECT DESCRIPTION Install Toto Ranch north water line. FY22 SCOPE Deferred to FY23. FY23 SCOPE Install new water line and connect to the new water trough. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 17,500 0 0 17,500 8203–Inspection/Construction Monitoring 0 0 0 7,500 0 0 7,500 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 92,000 0 0 92,000 Grand Total $0 $0 $0 $117,000 $0 $0 $117,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 117,000 0 0 117,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $117,000 $0 $0 $117,000 69Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Los Gatos Creek Watershed–Wildland Fire Resiliency Project #: 61023 Fund: 10–General Fund Operating PROJECT DESCRIPTION Implementation of fuels reduction in high-fuel load areas (including areas with extremely high infestation of Sudden Oak Death). FY22 SCOPE If funding is successful, implement first year of fuel treatments, which includes both mechanical and manual treatment options. FY23 SCOPE If funding is successful, implement second year of fuel treatments, which includes both mechanical and manual treatment options. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22* Budget FY23* Projections FY24* Projections Estimated* Future Years Total 4000–Staff Costs $0 $0 $14,000 $14,000 $14,000 $14,000 $56,000 5000-7000–Service & Supplies 0 0 236,000 236,000 236,000 236,000 944,000 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 $250,000 $250,000 $250,000 $250,000 $1,000,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $250,000 $250,000 $250,000 $250,000 $1,000,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $250,000 $250,000 $250,000 $250,000 $1,000,000 *Budgets will be reassessed in FY22. 70 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Lobitos Creek Fencing Project #: 61024 Fund: 40–General Fund Capital PROJECT DESCRIPTION Extend east to west fence that will run along the southern end of the property and it will be approximately 6,000 to 8,000 feet long. Will also be removing of the old fencing. FY22 SCOPE N/A FY23 SCOPE Scope, plan and design the fencing improvement; begin local/regulatory permitting. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 15,000 0 0 15,000 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 0 200,000 0 0 200,000 Grand Total $0 $0 $0 $215,000 $0 $0 $215,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 215,000 0 0 215,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $215,000 $0 $0 $215,000 71Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Wildland Fire Resiliency Program Project #: 80003-10 Fund: 10–General Fund Operating PROJECT DESCRIPTION Develop the Wildland Fire Resiliency Program for Midpen lands and hire consultants to design program and prepare environmental review. FY22 SCOPE Continue implementation of priority Fire Fuels Management Projects and associated grant funding support and partnership management. Continue development of Wildland Fire Pre-Plans/Resource Advisor Maps for Open Space Preserves. Begin phase 2 of the Wildland Fire Resiliency Program development (Prescribed Fire) with Stakeholder Outreach Meetings. FY23 SCOPE Continue phase 2 of the Wildland Fire Resiliency Program development, including all CEQA requirements. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22* Budget FY23* Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 424,276 287,000 258,000 235,000 0 0 1,204,276 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 $424,276 $287,000 $258,000 $235,000 $0 $0 $1,204,276 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $424,276 $287,000 $258,000 $235,000 $0 $0 $1,204,276 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $424,276 $287,000 $258,000 $235,000 $0 $0 $1,204,276 *FY22 and FY23 budgets will be reassessed in FY22. 72 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Programmatic State and Federal Environmental Permitting Project #: 80034-44-100000 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. FY22 SCOPE Finalize steps to secure State and Federal environmental permits. Complete CEQA. Begin annual permitting once obtained. FY23 SCOPE Conduct site specific studies in support of annual permitting for routine maintenance activities in Midpen preserves. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 237,873 333,000 265,000 65,000 0 0 900,873 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 $237,873 $333,000 $265,000 $65,000 $0 $0 $900,873 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $237,873 $333,000 $265,000 $65,000 $0 $0 $900,873 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $237,873 $333,000 $265,000 $65,000 $0 $0 $900,873 73Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Badger/Burrowing Owl Habitat Assessment Project #: 80054 Fund: 10–General Fund Operating PROJECT DESCRIPTION Develop a request for proposal quote/qualification and award consultant services to provide expertise in the management of grasslands and upland habitat for badger and burrowing owl. Provide a detailed habitat suitability assessment (Districtwide) for badger and burrowing owl. Determine the presence, use and status of the species within the available habitat. Recommend specific management measures to protect and enhance habitat. Project may involve genetic studies to determine viability of population(s). Project may also involve banding and telemetry of burrowing owls to determine breeding locations (presumed to be off of Midpen lands), to allow for partnering to provide management of the species throughout the year (both breeding and nonbreeding). FY22 SCOPE Finalize data collection and analysis, management recommendations, and identify next steps. Present recommendations to the full board to confirm next steps. FY23 SCOPE TBD pending board feedback and direction in FY22. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 140,620 71,000 24,239 0 0 0 235,859 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 $140,620 $71,000 $24,239 $0 $0 $0 $235,859 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $140,620 $71,000 $24,239 $0 $0 $0 $235,859 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $140,620 $71,000 $24,239 $0 $0 $0 $235,859 74 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Districtwide Aquatic Habitat Assessment and eDNA Collection Project #: 80058 Fund: 10–General Fund Operating PROJECT DESCRIPTION Complete aquatic surveys for multiple species at multiple locations and compile report of findings. FY22 SCOPE N/A. FY23 SCOPE Complete first year surveys and preliminary report. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 130,000 120,000 0 250,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $130,000 $120,000 $0 $250,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $130,000 $120,000 $0 $250,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $130,000 $120,000 $0 $250,000 75Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Groundwater Well Decommissioning Project #: 80059 Fund: 40–General Fund Capital PROJECT DESCRIPTION Work with consultant to evaluate approximately 10 wells and contract for their decommissioning with a qualified driller in the Sierra Azul area. Additional wells in the Skyline Region require assessment and likely decommissioning. FY22 SCOPE Obtains permits and hire a contractor to decommission approximately 10 abandoned domestic wells in Sierra Azul Open Space Preserve. FY23 SCOPE Obtains permits and hire a contractor to assess and decommission wells in the Skyline Region. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 25,000 15,000 0 0 40,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 2,000 6,000 0 0 0 8,000 8205–Construction 0 50,000 130,000 45,000 0 0 225,000 Grand Total $0 $52,000 $161,000 $60,000 $0 $0 $273,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 52,000 161,000 60,000 0 0 273,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $52,000 $161,000 $60,000 $0 $0 $273,000 76 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Districtwide Vegetation Mapping Project #: 80063 Fund: 10–General Fund Operating PROJECT DESCRIPTION To inform preserve management needs, Midpen will collaborate with the Golden Gate National Parks Conservancy to quantify vegetation changes and fuels on a landscape scale. This collaboration is coordinated with parallel efforts being undertaken by neighboring land managers to create seamless mapping and data products. This project will additionally support project planning and review. FY22 SCOPE Provide technical project support and coordination; review GIS deliverables; and provide feedback on project. FY23 SCOPE Integrate final deliverables into Midpen’s Enterprise GIS database. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 85,000 89,200 48,000 0 174,000 0 396,200 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 $85,000 $89,200 $48,000 $0 $174,000 $0 $396,200 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $85,000 $89,200 $48,000 $0 $174,000 $0 $396,200 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $85,000 $89,200 $48,000 $0 $174,000 $0 $396,200 77Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION IPM Implementation of Santa Clara Valley Water District Grant Project #: 80065 Fund: 10–General Fund Operating PROJECT DESCRIPTION Expand scope of the Valley Water integrated pest management grant to include invasive plant removal at Bear Creek Redwoods, Rancho San Antonio and Picchetti Ranch preserves. FY22 SCOPE Oversee contractor to implement IPM to address high-priority weeds in riparian areas within Bear Creek Redwoods, Rancho San Antonio and Picchetti Ranch preserves. FY23 SCOPE Continue to expand the scope to implement IPM on high priority weeds in riparian areas within Bear Creek Redwoods, Rancho San Antonio, Picchetti Ranch and other preserves in Santa Clara County. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 24,720 170,000 200,000 200,000 0 0 594,720 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 $24,720 $170,000 $200,000 $200,000 $0 $0 $594,720 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $24,720 $(73,905)$0 $0 $0 $0 $(49,185) 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 243,905 200,000 200,000 0 0 643,905 Grand Total $24,720 $170,000 $200,000 $200,000 $0 $0 $594,720 78 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Amah Mutsun Land Trust Native Garden Project #: 80066 Fund: 10–General Fund Operating PROJECT DESCRIPTION Create a culturally significant native plant garden at Mount Umunhum. FY22 SCOPE N/A FY23 SCOPE Complete any necessary CEQA documentation; implement the final restoration plan for the culturally significant native plant demonstration garden. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 50,000 100,000 50,000 200,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $50,000 $100,000 $50,000 $200,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $50,000 $100,000 $50,000 $200,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $50,000 $100,000 $50,000 $200,000 79Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Mountain Lion Collaring Effort–Rancho San Antonio/Foothills Area Preserve Project #: 80069 Fund: 10–General Fund Operating PROJECT DESCRIPTION Collaring of mountain lions and other associated research (cameras, deterrents etc.) at Rancho San Antonio and other Santa Clara Valley foothills preserves, where reported human and mountain lion interactions are most frequent. FY22 SCOPE Receive first year status report, refine methods and ongoing research. FY23 SCOPE Receive second year status report and provide initial findings, continue ongoing research. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 100,000 101,400 101,400 101,400 101,400 505,600 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 $101,400 $101,400 $101,400 $101,400 $505,600 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $100,000 $101,400 $101,400 $101,400 $101,400 $505,600 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $100,000 $101,400 $101,400 $101,400 $101,400 $505,600 80 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Carbon Storage Study–Pilot Project, San Gregorio Watershed Project #: 80070 Fund: 10–General Fund Operating PROJECT DESCRIPTION Gather carbon storage and sequestration data in the San Gregorio watershed using consultant services and existing GIS data. FY22 SCOPE Hire a consultant to use existing data, gather data in representative ecosystem types, and extrapolate using remote sensing data. FY23 SCOPE Using data and reports, identify carbon sequestration enhancement opportunities and implementation timelines. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 50,000 25,000 40,000 0 115,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $50,000 $25,000 $40,000 $0 $115,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $50,000 $25,000 $40,000 $0 $115,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $50,000 $25,000 $40,000 $0 $115,000 81Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Ecological Health and Biodiversity Monitoring Project #: 80071 Fund: 10–General Fund Operating PROJECT DESCRIPTION Create monitoring protocol and identify areas for exclusion within grassland areas to assist in natural resource protection and restoration. FY22 SCOPE N/A FY23 SCOPE Start implementation and installation of grassland exclusion areas. Collection baseline information. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 65,000 65,000 65,000 195,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $65,000 $65,000 $65,000 $195,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $65,000 $65,000 $65,000 $195,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $65,000 $65,000 $65,000 $195,000 82 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Irish Ridge Restoration Project #: 80072 Fund: 10–General Fund Operating PROJECT DESCRIPTION Plan, permit and implement habitat restoration for special status species, as well as climate change and wildland fire resiliency. FY22 SCOPE Begin development of a habitat restoration plan. FY23 SCOPE Complete the habitat restoration plan and permitting. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 80,000 230,000 245,000 245,000 800,000 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 $230,000 $245,000 $245,000 $800,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $80,000 $230,000 $245,000 $245,000 $800,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $80,000 $230,000 $245,000 $245,000 $800,000 83Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Lehigh Quarry Reclamation Plan Review Project #: 80073 Fund: 10–General Fund Operating PROJECT DESCRIPTION Review technical documentation for the proposed reclamation plan and hire consulting services as needed. FY22 SCOPE Work with partners, stakeholder, county and Lehigh to maximize protection of District interests during the review and approval process for the Lehigh Quarry Reclamation Plan Amendment. FY23 SCOPE As needed, continue to work with partners, stakeholder, county and Lehigh to maximize protection of District interests during the review and approval process for the Lehigh Quarry Reclamation Plan Amendment. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 245,000 100,000 0 0 345,000 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 $245,000 $100,000 $0 $0 $345,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $245,000 $100,000 $0 $0 $345,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $245,000 $100,000 $0 $0 $345,000 84 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Science Advisory Panel Project #: 80074 Fund: 10–General Fund Operating PROJECT DESCRIPTION Formation of a Science Advisory Panel. FY22 SCOPE Continue Science Advisory Panel process. Present findings on landscape-level monitoring and recreation benefits and impacts topics. Integrate findings from previous reports into operating and action plan projects. FY23 SCOPE Research and present on fourth topic to be chosen by Board. Begin implementation of landscape level monitoring recommendations. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 100,000 50,000 0 0 150,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $100,000 $50,000 $0 $0 $150,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $100,000 $50,000 $0 $0 $150,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $100,000 $50,000 $0 $0 $150,000 85Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Remediation Plan Development and Ranch Dump Clean Up, Madonna Creek Ranch Project #: MAA01-004 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Obtain permits, remediate dumpsite and restore vegetation as warranted. FY22 SCOPE Conduct monitoring and plant maintenance for first year of three-year project. FY23 SCOPE Conduct monitoring and plant maintenance for second year of three-year project. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $20,474 $731 $780 $0 $0 $21,985 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 0 114,900 8,000 6,000 6,000 0 134,900 8203–Inspection/Construction Monitoring 0 25,000 0 0 0 0 25,000 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 296,410 0 0 0 0 296,410 Grand Total $0 $456,784 $8,731 $6,780 $6,000 $0 $478,295 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 417,859 8,731 6,780 6,000 0 439,370 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 38,925 0 0 0 0 38,925 Grand Total $0 $456,784 $8,731 $6,780 $6,000 $0 $478,295 86 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Madonna Creek Fish, Water Supply and Bridge Replacement Project #: MAA01-006 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Hire consultant to develop feasibility and cost of fish passage project. If feasible, develop alternative water supply for agricultural operations and begin concept designs for vehicle bridge replacements. FY22 SCOPE Contract with the San Mateo Resource Conservation District to develop fish passage study and water supply evaluation. Contract with engineer to evaluate vehicle bridge replacement. FY23 SCOPE Develop 30% designs, initiate permitting consultations, and pursue grant funding opportunities. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $6,150 $12,143 $0 $0 $18,293 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 0 110,000 260,000 100,000 0 470,000 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 $116,150 $272,143 $100,000 $0 $488,293 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 116,150 272,143 100,000 0 488,293 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 $116,150 $272,143 $100,000 $0 $488,293 87Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Purisima Upland Site Clean up and Soil Remediation Project #: MAA03-002 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Provide demolition, remediation, oil well decommissioning and site cleanup services at the Purisima upland property. FY22 SCOPE Complete oil well investigation and assessment, CEQA review, permitting, and prepare oil well decommissioning bid documents. FY23 SCOPE Complete oil well decommissioning, cleanup and remediation work. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $15,491 $27,619 $44,821 $12,962 $0 $0 $100,893 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 10,838 77,130 30,000 10,000 0 0 127,968 8202–Environmental/Planning Services 7,152 94,975 35,000 0 0 0 137,127 8203–Inspection/Construction Monitoring 3,231 31,500 15,000 55,000 0 0 104,731 8204–Permitting Fees 7,196 0 5,000 0 0 0 12,196 8205–Construction 1,405 0 0 577,000 0 0 578,405 Grand Total $110,584 $231,224 $129,821 $654,962 $0 $0 $1,126,592 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 110,584 231,224 129,821 181,482 0 0 653,112 40–General Fund Capital 0 0 0 396,000 0 0 396,000 Grants/Partnerships/Other 0 0 0 77,480 0 0 77,480 Grand Total $110,584 $231,224 $129,821 $654,962 $0 $0 $1,126,592 88 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Purisima-to-the-Sea Habitat Enhancement and Water Supply Improvement Plan Project #: MAA03-007 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Develop sitewide pond habitat enhancement plan and design, permit, and construct a water supply improvement project to support grazing and habitat needs at Elkus Lobitos, as well as priority pond enhancements identified in the plan. FY22 SCOPE Prepare analysis of preferred water supply for Elkus. Feed information into and release a RFPQ for consultant to develop a plan that identifies high-priority habitat restoration and water supply actions. FY23 SCOPE Complete design and begin permitting. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $11,048 $9,002 $0 $0 $20,050 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 85,000 60,000 20,000 0 165,000 8202–Environmental/Planning Services 0 0 45,000 45,000 25,000 0 115,000 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 0 150,000 250,000 10,000 410,000 Grand Total $0 $0 $141,048 $264,002 $295,000 $10,000 $710,050 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 141,048 264,002 0 0 405,050 40–General Fund Capital 0 0 0 0 295,000 10,000 305,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $141,048 $264,002 $295,000 $10,000 $710,050 89Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Restoration Forestry Demonstration Project Project #: MAA05-010 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Develop pilot project to restore and enhance forest habitat on Midpen preserves. Facilitates implementation of MAA Portfolio 15–Regional Redwood Protection and Salmon Fishery Conservation. FY22 SCOPE Hire a consultant to begin implementing restoration forestry and fuels management actions in select areas. Hire separate consultant to initiate design work to reduce sedimentation from former logging roads. FY23 SCOPE Complete design work for road/sediment work and initiate permitting. Continue implementing restoration forestry and fuels management work and conduct post-implementation monitoring of the treatments. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $3,000 $12,126 $11,706 $0 $0 $26,832 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 0 260,000 90,000 65,000 0 415,000 8202–Environmental/Planning Services 0 72,000 77,000 70,000 0 0 219,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 400,000 300,000 0 700,000 Grand Total $0 $75,000 $349,126 $571,706 $365,000 $0 $1,360,832 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 75,000 349,126 571,706 365,000 0 1,360,832 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $75,000 $349,126 $571,706 $365,000 $0 $1,360,832 90 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Lone Madrone Ranch Fence Installation Project #: MAA05-011 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Construct a livestock boundary fence along riparian corridor. FY22 SCOPE Scope, plan, design and determine location of riparian protection fencing for pasture 4. FY23 SCOPE Solicit bids and construct the livestock boundary fence. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $527 $796 $0 $0 $1,323 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 23,000 0 0 23,000 8203–Inspection/Construction Monitoring 0 7,500 7,500 0 0 0 15,000 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 69,575 20,000 150,000 0 0 239,575 Grand Total $0 $77,075 $28,027 $173,796 $0 $0 $278,898 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 77,075 28,027 173,796 0 0 278,898 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $77,075 $28,027 $173,796 $0 $0 $278,898 91Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Lower Turtle Pond Repair Project #: MAA07-008 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Begin engineering and permitting work to repair and maintain Lower Turtle Pond in La Honda Open Creek Space Preserve. FY22 SCOPE Begin engineering and permitting work to repair and maintain Lower Turtle Pond in La Honda Creek Open Space Preserve. FY23 SCOPE Finalize design and continue permitting process. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $18,408 $42,107 $0 $0 $60,515 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 40,000 10,000 15,000 0 65,000 8202–Environmental/Planning Services 0 15,000 5,000 1,000 24,000 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 0 250,000 0 250,000 Grand Total $0 $15,000 $63,408 $53,107 $289,000 $0 $420,515 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 15,000 63,408 53,107 289,000 0 420,515 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $15,000 $63,408 $53,107 $289,000 $0 $420,515 92 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Wildlife Corridor: Highway 17 Crossing Project #: MAA20-001 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Work with partners to develop and engineer wildlife crossing improvements at Highway 17. FY22 SCOPE Finalize environmental review, continue public and partner outreach, and seek funding opportunities. FY23 SCOPE Begin permitting and design. Continue public and partner outreach, and seek funding opportunities. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $40,916 $14,196 $22,965 $45,076 $0 $0 $123,153 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 2,485 0 20,000 0 0 0 22,485 8201–Architect/Engineering Services 266,561 0 0 800,000 1,000,000 500,000 2,566,561 8202–Environmental/Planning Services 13,709 245,000 300,000 140,000 0 0 698,709 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 9,200,000 9,287,236 Grand Total $410,906 $259,196 $342,965 $985,076 $1,000,000 $9,700,000 $12,698,143 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 410,906 259,196 (557,035) 885,076 1,000,000 5,700,000 7,698,143 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 900,000 100,000 0 4,000,000 5,000,000 Grand Total $410,906 $259,196 $342,965 $985,076 $1,000,000 $9,700,000 $12,698,143 93Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Bear Creek Redwoods Preserve Plan: Invasive Weed Treatment and Restoration Project #: MAA21-007 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Implement targeted treatments under the Integrated Pest Management Plan to control invasive weed populations at Bear Creek Redwoods Open Space Preserve, and facilitate opening the preserve for public access. Implement third year of targeted weed treatments to restore native habitats along roads and trails. Project is expected to require five years of treatment before habitats are restored to maintenance levels. FY22 SCOPE Implement third year of targeted weed treatments at Bear Creek Redwoods Preserve to restore native habitats along roads and trails. Project is expected to require five years of treatment before habitats are restored to maintenance levels. FY23 SCOPE Implement year four of targeted weed treatments at Bear Creek Redwoods Preserve to restore native habitats along roads and trails. Project is expected to require five years of treatment before habitats are restored to maintenance levels. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $1,605 $0 $8,118 $8,051 $0 $0 $17,774 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 955,919 120,000 150,000 100,000 100,000 0 1,425,919 Grand Total $957,524 $120,000 $158,118 $108,051 $100,000 $0 $1,443,693 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 516,903 70,000 (650) 0 0 0 586,253 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 440,621 50,000 158,768 108,051 100,000 0 857,440 Grand Total $957,524 $120,000 $158,118 $108,051 $100,000 $0 $1,443,693 94 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Bear Creek Redwoods Landfill Characterization and Remediation Project #: MAA21-010 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Conduct investigation to assess and characterize old landfill for potential toxic substances, develop remediation plan and CEQA analysis, and implement remediation to facilitate opening Bear Creek Redwoods Open Space Preserve phase 2 trails for public access. FY22 SCOPE Hire historic resources firm to survey the cleanup area with additional services for health and safety plan. FY23 SCOPE Hire a design-build firm to obtain permits, develop a remedial action plan for the dump and implement remedial design and cleanup. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $11,839 $0 $0 $0 $11,839 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 39,195 0 145,000 15,000 0 0 199,195 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 10,000 0 0 10,000 8205–Construction 0 0 0 255,000 0 0 255,000 Grand Total $39,195 $0 $156,839 $280,000 $0 $0 $476,034 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 39,195 0 156,839 280,000 0 0 476,034 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $39,195 $0 $156,839 $280,000 $0 $0 $476,034 95Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION 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 grant. FY22 SCOPE Per the Long Term Management Plan, Conservation Easement, and in accordance with resource agency permits, remove final bridge stream crossing in Hendrys Creek. Implement improvements as outlined in the adaptive management and monitoring plan for the project. FY23 SCOPE Complete. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $107,243 $0 $27,682 $0 $0 $0 $134,926 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 51,316 0 0 0 0 0 51,316 8201–Architect/Engineering Services 13,045 0 0 0 0 0 13,045 8202–Environmental/Planning Services 75,074 0 3,000 0 0 0 78,074 8203–Inspection/Construction Monitoring 34,120 0 3,000 0 0 0 37,120 8204–Permitting Fees 14,277 0 0 0 0 0 14,277 8205–Construction 218,268 0 8,000 0 0 0 226,268 Grand Total $513,343 $0 $41,682 $0 $0 $0 $555,025 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 446,233 (269,117) (741)0 0 0 176,375 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 67,111 269,117 42,423 0 0 0 378,650 Grand Total $513,343 $0 $41,682 $0 $0 $0 $555,025 96 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Alma Bridge Road Newt Mortality and Population Study Project #: VP22-001 Fund: 10–General Fund Operating PROJECT DESCRIPTION POST will retain a consultant to conduct a study that will estimate the number of adult newts attempting to cross Alma Bridge Road to breed in Lexington Reservoir and the percentage that are killed by vehicular strikes during a single breeding season. The data will be analyzed through a model to characterize this percentage relative to long- term impacts on the local newt population. FY22 SCOPE FY22 scope will be based on recommendations developed from the newt study that is completed in FY21. May include design and CEQA services for a future capital project to install one or more wildlife crossing structures and associated directional fencing. FY23 SCOPE Finalize design, CEQA and permitting. Possibly move into implementation of capital project to install one or more wildlife crossing structures and associated directional fencing (dependent on support from partners and funding, may occur in future years). Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 150,000 120,000 60,000 15,000 0 345,000 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 $150,000 $120,000 $60,000 $15,000 $0 $345,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $150,000 $120,000 $60,000 $15,000 $0 $345,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $150,000 $120,000 $60,000 $15,000 $0 $345,000 97Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Public Access, Education and Outreach Project #Project Name Fiscal Year FY22 FY23 FY24 3-Year Total 31901 ADA Barrier Removal FY22/FY23 $515,000 $1,573,000 $275,000 $2,363,000 31903 Hwy 35 Multiuse Trail Crossing and Parking– Feasibility Study FY22/FY23 160,000 29,000 0 189,000 31904 Purisima Preserve Multimodal Access Study FY22/FY23 60,000 20,000 0 80,000 31906 Bear Creek Redwoods North Parking Area FY23 0 220,000 75,000 295,000 31907 Johnston Ranch Loop Trail and Parking Area FY23 0 30,000 0 30,000 35006 Kennedy Restroom Replacements FY22/FY23 153,500 158,500 0 312,000 35008 Kennedy Trail Retaining Wall FY22/FY23 217,000 384,500 0 601,500 61025*FFO Trail Bridge Replacements FY22/FY23 80,000 47,500 0 127,500 61027 Rancho San Antonio ADA Path to Deer Hollow Farm FY22/FY23 50,000 85,000 0 135,000 MAA02-001 Cooley Landing Interpretative Facilities Design and Implementation FY22 25,374 0 0 25,374 MAA03-005 Purisima-to-the-Sea Trail and Parking Area– Feasibility Study FY22/FY23 301,777 259,646 340,000 901,423 MAA05-007 La Honda Creek Phase II Trail Connections FY22/FY23 95,573 191,049 80,000 366,622 MAA05-008 La Honda Creek White Barn Structural Rehabilitation FY22/FY23 210,137 226,797 0 436,934 MAA05-009*La Honda Creek Redwood Cabin Removal and Site Restoration FY22/FY23 92,870 411,792 0 504,662 MAA05-012 Phase 2–Paulin Bridge Replacements (2)FY23 0 257,197 367,400 624,597 MAA06-002 Hawthorns Area Plan FY22/FY23 111,325 57,796 38,000 207,121 MAA07-011 Phase II Loop Trails, Lower La Honda Creek OSP FY22/FY23 127,680 50,698 0 178,378 MAA10-001 Alpine Road Regional Trail, Coal Creek FY22/FY23 175,325 2,980,840 0 3,156,165 MAA16-001 Long Ridge Trail Connection to Eagle Rock and Devils Canyon FY22/FY23 1,788 142,024 185,000 328,812 MAA20-002 Bay Area Ridge Trail: Highway 17 Crossing FY22/FY23 683,054 1,409,115 2,000,000 4,092,169 MAA21-004**Bear Creek Stables Project FY22/FY23 694,847 4,226,116 0 4,920,962 MAA21-006 Bear Creek Redwoods–Alma College Cultural Landscape Rehabilitation FY22/FY23 3,868,766 910,800 0 4,779,566 MAA21-011**Phase II Trail Improvements, Bear Creek Redwoods OSP FY22/FY23 339,250 1,911,710 10,000 2,260,960 MAA22-005 Beatty House Site Security Improvements FY22 83,944 0 0 83,944 MAA25-002 Billingsley Property Acquisition and Site Cleanup FY22 285,565 0 0 285,565 VP05-002 La Honda Creek Parking and Trailhead Access–Feasibility Study FY22/FY23 274,750 142,750 0 417,500 VP11-001 Rancho San Antonio (RSA) Multimodal Access–Priority 1 Implementation FY22/FY23 25,000 25,000 0 50,000 VP14-001 California Riding & Hiking Trails FY22/FY23 15,000 2,500 0 17,500 VP23-003 Mt. Umunhum–Radar Tower Repair FY22 1,618,000 0 0 1,618,000 Total $10,265,525 $15,753,329 $3,370,400 $29,389,255 *FY23 projection will be reassessed and reduced in FY22. **FY22 construction budget will be reduced in FY22 and moved to FY23. 98 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n SUPPORTING PROJECTS Project Name Project Purpose Lead Department Fiscal Year 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 FY22/FY23 E-Bike Policy Evaluation (Paved Trails) Assess e-bike access on District paved trails.Visitor Services FY22/FY23 E-Bike Policy Evaluation (Unpaved Trails) Assess e-bike access on District natural/unpaved trails.Visitor Services FY22/FY23 Parking Area Naming Conventions Determine naming convention and addresses for all existing parking areas to improve wayfinding. Planning FY22/FY23 Preserve Use Survey Implementation Implement the recommendations detailed in the Preserve Use Survey to enhance visitor satisfaction and outreach. General Manager’s Office FY22/FY23 Regional Trails Planning and Coordination Provide technical and planning support on external regional trail and active transportation planning projects initiated by partners and other public agencies. Planning FY22/FY23 Stevens Creek Trail Signage Install new trail signage for Stevens Creek Trail, to provide consistent signage across jurisdictions. Planning FY22/FY23 99Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH ADA Barrier Removal Project #: 31901 Fund: 40–General Fund Capital PROJECT DESCRIPTION Prioritize barrier removals and develop cost estimates. Complete tracking and reporting on annual accomplishments of priorities. FY22 SCOPE Complete year three of priority barrier removals. FY23 SCOPE Complete year four of priority barrier removals. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 69,610 69,425 270,000 78,000 0 0 487,035 8202–Environmental/Planning Services 0 30,000 60,000 60,000 25,000 0 175,000 8203–Inspection/Construction Monitoring 6,974 18,250 25,000 105,000 0 0 155,224 8204–Permitting Fees 37,967 9,200 160,000 0 0 0 207,167 8205–Construction 4,228 598,760 0 1,330,000 250,000 0 2,182,988 Grand Total $118,779 $725,635 $515,000 $1,573,000 $275,000 $0 $3,207,414 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 93,779 652,035 515,000 1,573,000 275,000 0 3,108,814 Grants/Partnerships/Other 25,000 73,600 0 0 0 0 98,600 Grand Total $118,779 $725,635 $515,000 $1,573,000 $275,000 $0 $3,207,414 100 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Hwy 35 Multiuse Trail Crossing and Parking– Feasibility Study Project #: 31903 Fund: 10–General Fund Operating PROJECT DESCRIPTION Partnership with the Bay Area Ridge Trail Council, SFPUC and POST to evaluate a pedestrian crossing at Highway 35 from SFPUC’s Bay Area Ridge Trail Extension to North Ridge parking lot and feasibility of potential parking expansion. FY22 SCOPE Continue feasibility studies for the trail crossing and parking area expansion. Initiate multiyear biological surveys. FY23 SCOPE Due to biological surveys that require two years, continue feasibility studies for the trail crossing and parking area expansion. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 130,000 160,000 29,000 0 0 319,000 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 $130,000 $160,000 $29,000 $0 $0 $319,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $55,000 $46,000 $29,000 $0 $0 $130,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 75,000 114,000 0 0 0 189,000 Grand Total $0 $130,000 $160,000 $29,000 $0 $0 $319,000 101Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Purisima Preserve Multimodal Access Study Project #: 31904 Fund: 10–General Fund Operating PROJECT DESCRIPTION Project will build upon the prior transportation demand management analysis completed and recommendations developed for Rancho San Antonio Open Space Preserve, and explore the feasibility and method for advancing those strategies, as suitable, for Purisima Creek’s current and future parking areas, which are in more remote and rural areas than Rancho’s main parking lot. FY22 SCOPE Continue working with selected consultant to advance study. Flesh out transportation demand strategies relevant to Purisima Creek, based on strategies developed for Rancho, to better manage and address parking and access issues. FY23 SCOPE Present recommendations to the Planning and Natural Resources Committee for discussion and next steps, and subsequently to the full board for concurrence on the recommended strategies to pursue. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 60,000 20,000 0 0 80,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $60,000 $20,000 $0 $0 $80,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $60,000 $20,000 $0 $0 $80,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $60,000 $20,000 $0 $0 $80,000 102 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Bear Creek Redwoods North Parking Area Project #: 31906 Fund: 40–General Fund Capital PROJECT DESCRIPTION Plan, design, permit and construct a new paved parking lot and visitor entrance driveway, with vehicular and equestrian parking/staging, vault restroom, interpretive signage, and bicycle racks. FY22 SCOPE N/A FY23 SCOPE Prepare planning and technical studies for conceptual design alternatives. Initiate public outreach and stakeholder engagement on conceptual site plan alternatives. Present site plan options to PNR Committee. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 0 145,000 75,000 0 220,000 8202–Environmental/Planning Services 0 0 0 50,000 0 0 50,000 8203–Inspection/Construction Monitoring 0 0 0 25,000 0 30,000 55,000 8204–Permitting Fees 0 0 0 0 0 20,000 20,000 8205–Construction 0 0 0 0 0 1,500,000 1,500,000 Grand Total $0 $0 $0 $220,000 $75,000 $1,550,000 $1,845,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 220,000 75,000 1,550,000 1,845,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $220,000 $75,000 $1,550,000 $1,845,000 103Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Johnston Ranch Loop Trail and Parking Area Project #: 31907 Fund: 40–General Fund Capital PROJECT DESCRIPTION Partnership opportunity with City of Half Moon Bay in planning, design, environmental review and improvements to existing parking area and new trail loop at Johnston Ranch property. FY22 SCOPE N/A FY23 SCOPE In coordination with the City of Half Moon Bay and Peninsula Open Space Trust, conduct site assessments, plan and initiate basis of conceptual design of improvements for the existing parking area and new loop trail. Initiate public and stakeholder outreach and engagement. Conduct trail scouting. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 30,000 0 0 30,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $30,000 $0 $0 $30,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 30,000 0 0 30,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $30,000 $0 $0 $30,000 104 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Kennedy Restroom Replacements Project #: 35006 Fund: 40–General Fund Capital PROJECT DESCRIPTION Replace existing degraded restrooms and install new restrooms at Kennedy parking area using design-build delivery method. FY22 SCOPE Complete design work and conduct CEQA. Conduct public outreach and engagement. Secure permits. FY23 SCOPE Develop bid package. Solicit bids and award contract. Complete restroom replacement. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 31,500 17,000 18,000 0 0 66,500 8202–Environmental/Planning Services 0 200 5,000 10,000 0 0 15,200 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 10,000 5,000 0 0 15,000 8205–Construction 0 0 121,500 125,500 0 0 247,000 Grand Total $0 $31,700 $153,500 $158,500 $0 $0 $343,700 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 31,700 153,500 158,500 0 0 343,700 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $31,700 $153,500 $158,500 $0 $0 $343,700 105Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Kennedy Trail Retaining Wall Project #: 35008 Fund: 40–General Fund Capital PROJECT DESCRIPTION Build a new supporting retaining wall on the Kennedy Trail in Sierra Azul Open Space Preserve. FY22 SCOPE Scope project, complete property survey work, complete road/retaining wall design, conduct CEQA review and initiate permits. FY23 SCOPE Secure permits. Develop bid package, solicit bids and award contract. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 76,500 27,500 0 0 104,000 8202–Environmental/Planning Services 0 0 115,500 27,000 0 0 142,500 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 25,000 0 0 0 25,000 8205–Construction 0 0 0 330,000 0 0 330,000 Grand Total $0 $0 $217,000 $384,500 $0 $0 $601,500 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 217,000 384,500 0 0 601,500 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $217,000 $384,500 $0 $0 $601,500 106 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH FFO Trail Bridge Replacements Project #: 61025 Fund: 40–General Fund Capital PROJECT DESCRIPTION Replace existing bridge on Bear Meadow Trail in Picchetti Ranch and on the Flume Trail in St. Joseph’s Preserve. FY22 SCOPE Scope, plan, develop design documents and initiate local/regulatory permitting. FY23 SCOPE Secure permits and complete construction. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22* Budget FY23* Projections FY24* 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 30,000 7,500 0 0 37,500 8202–Environmental/Planning Services 0 0 5,000 0 0 0 5,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 10,000 10,000 0 0 20,000 8205–Construction 0 0 35,000 30,000 0 0 65,000 Grand Total $0 $0 $80,000 $47,500 $0 $0 $127,500 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 80,000 47,500 0 0 127,500 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $80,000 $47,500 $0 $0 $127,500 *FY22, FY23 and FY24 projections will be reassessed in FY22. 107Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Rancho San Antonio ADA Path to Deer Hollow Farm Project #: 61027 Fund: 10–General Fund Operating PROJECT DESCRIPTION Project would extend existing trail that separates pedestrians from vehicle use from the main parking area to Deer Hollow Farm to the extent feasible. Separate path may require one or more road crossings with vehicular stops and/or potential bridge as the area is confined in a valley bottom along a creek draining from Rogue Valley Pond. FY22 SCOPE Develop a scope of work for the feasibility of separating out pedestrian path. Evaluate potential biological and cultural resource concerns and research existing documentation from the White Barn work. Conduct early resource agency coordination and initial review by ADA consultant. As needed, hire consultant to conduct first year biological and cultural resource surveys; adjust trail scope and/or alignment to avoid impacts as needed. FY23 SCOPE Conduct public outreach. Develop CEQA project description and hold PNR meeting to review draft CEQA project description and trail alignment. Hold board meeting to review trail alignment and receive board approval of CEQA project description to initiate CEQA review. Develop initial permit applications to resource agencies based on survey data, and Santa Clara County. Complete CEQA review/certification and project approval. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 50,000 85,000 0 0 135,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $50,000 $85,000 $0 $0 $135,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $50,000 $85,000 $0 $0 $135,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $50,000 $85,000 $0 $0 $135,000 108 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Cooley Landing Interpretative Facilities Design and Implementation Project #: MAA02-001 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Habitat restoration work at Cooley Landing and Ravenswood Open Space Preserve. FY22 SCOPE Complete habitat restoration work (final year of three-year contract). FY23 SCOPE Complete. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $374 $0 $0 $0 $374 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 236,086 0 0 0 0 0 236,086 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 990,267 30,000 25,000 0 0 0 1,045,267 Grand Total $1,226,353 $30,000 $25,374 $0 $0 $0 $1,281,727 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 1,226,353 30,000 25,374 0 0 0 1,281,727 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $1,226,353 $30,000 $25,374 $0 $0 $0 $1,281,727 109Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Purisima-to-the-Sea Trail and Parking Area–Feasibility Study Project #: MAA03-005 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Partner with Peninsula Open Space Trust to complete an important regional trail connection from Purisima Creek Open Space Preserve to the Coastal Trail. FY22 SCOPE Continue feasibility studies of trail extension, parking area, connector trails and roadway crossings. Submit grant deliverables as due by February 2022. Conduct stakeholder and public outreach. FY23 SCOPE Finalize feasibility studies of trail extension, parking area, connector trails and roadway crossings and present results to board to confirm next steps. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $145,777 $53,646 $0 $0 $199,423 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 156,130 0 0 0 0 0 156,130 8201–Architect/Engineering Services 0 138,500 156,000 166,000 260,000 0 720,500 8202–Environmental/Planning Services 0 5,000 0 40,000 80,000 0 125,000 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 $156,130 $143,500 $301,777 $259,646 $340,000 $0 $1,201,053 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 156,130 83,500 60,777 259,646 0 0 560,053 40–General Fund Capital 0 0 0 0 340,000 0 340,000 Grants/Partnerships/Other 0 60,000 241,000 0 0 0 301,000 Grand Total $156,130 $143,500 $301,777 $259,646 $340,000 $0 $1,201,053 110 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH La Honda Creek Phase II Trail Connections Project #: MAA05-007 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Implement La Honda Creek Open Space Preserve Master Plan phase 2 trail improvements, including planning, technical (biological, cultural, geoechnical) studies, design, permitting and construction. FY22 SCOPE Initiate technical studies including biological assessments, wetland delineations, and cultural resource evaluations and develop permitting approach. FY23 SCOPE Develop design documents for trail improvements. Prepare and submit county and regulatory permit applications. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $5,573 $51,049 $0 $0 $56,622 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 45,000 110,000 30,000 0 185,000 8202–Environmental/Planning Services 0 0 45,000 0 0 0 45,000 8203–Inspection/Construction Monitoring 0 0 0 5,000 10,000 5,000 20,000 8204–Permitting Fees 0 0 0 10,000 10,000 0 20,000 8205–Construction 0 0 0 15,000 30,000 100,000 145,000 Grand Total $0 $0 $95,573 $191,049 $80,000 $105,000 $471,622 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 95,573 191,049 80,000 105,000 471,622 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 $95,573 $191,049 $80,000 $105,000 $471,622 111Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH La Honda Creek White Barn Structural Rehabilitation Project #: MAA05-008 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Repair the La Honda Creek White Barn for external viewing and interpretation. Repair the exterior, stabilize the structure, and exclude wildlife. FY22 SCOPE Complete environmental review and permitting, and solicit design-build bids for the structural rehabilitation project. FY23 SCOPE Complete the repairs. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $17,719 $21,386 $41,137 $24,297 $0 $0 $104,540 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 57,522 15,400 94,000 0 0 0 166,922 8202–Environmental/Planning Services 6,677 33,000 60,000 0 0 0 99,677 8203–Inspection/Construction Monitoring 0 0 0 30,000 0 0 30,000 8204–Permitting Fees 0 0 15,000 0 0 0 15,000 8205–Construction 0 0 0 172,500 0 0 172,500 Grand Total $81,918 $69,786 $210,137 $226,797 $0 $0 $588,639 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 81,918 69,786 210,137 226,797 0 0 588,639 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $81,918 $69,786 $210,137 $226,797 $0 $0 $588,639 112 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH La Honda Creek Redwood Cabin Removal and Site Restoration Project #: MAA05-009 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Conduct environmental review of proposed demolition of redwood cabin and site restoration in La Honda Open Space Creek Preserve. Consult with San Mateo County Planning and County Historic Resources Advisory Board. Demolish redwood cabin. FY22 SCOPE Complete environmental review, permitting and solicit bids for the demolition work. FY23 SCOPE Complete the demolition and site restoration work. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23* Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $3,139 $21,386 $8,931 $37,322 $0 $0 $70,778 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 83,685 7,100 0 0 0 0 90,785 8202–Environmental/Planning Services 1,662 39,500 73,939 56,970 0 0 172,071 8203–Inspection/Construction Monitoring 0 3,000 0 20,000 0 0 23,000 8204–Permitting Fees 0 0 10,000 10,000 0 0 20,000 8205–Construction 0 0 0 287,500 0 0 287,500 Grand Total $88,486 $70,986 $92,870 $411,792 $0 $0 $664,134 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 88,486 70,986 92,870 411,792 0 0 664,134 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $88,486 $70,986 $92,870 $411,792 $0 $0 $664,134 *FY23 projection will be reassessed and reduced in FY22. 113Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Phase 2–Paulin Bridge Replacements (2) Project #: MAA05-012 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Replace existing pedestrian bridge LHBR2. Assess existing light vehicle bridge LHBR1 to determine whether the bridge should be replaced or repaired. FY22 SCOPE Begin assessment work and conceptual design. FY23 SCOPE Complete design plans, environmental review and initiate permitting. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $26,497 $0 $0 $26,497 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 0 106,700 0 0 106,700 8202–Environmental/Planning Services 0 0 0 82,500 0 0 82,500 8203–Inspection/Construction Monitoring 0 0 0 16,500 37,400 0 53,900 8204–Permitting Fees 0 0 0 25,000 0 0 25,000 8205–Construction 0 0 0 0 330,000 0 330,000 Grand Total $0 $0 $0 $257,197 $367,400 $0 $624,597 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 257,197 367,400 0 624,597 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $257,197 $367,400 $0 $624,597 114 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Hawthorns Area Plan Project #: MAA06-002 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Complete site-specific plan for public access trails and staging area, and conduct CEQA review and coordination with Town of Portola Valley permitting. FY22 SCOPE Continue visioning and goal setting process with board; implement the public engagement process; hold public workshop; continue permitting discussions with the Town of Portola Valley; conduct biological surveys and wetland delineation. FY23 SCOPE With public and committee input, develop draft public access site plan; forward the draft public access site plan as the CEQA project description for board consideration to proceed with CEQA review; complete CEQA review. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $1,325 $796 $0 $0 $2,121 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 5,000 5,000 5,000 0 15,000 8201–Architect/Engineering Services 0 0 35,000 20,000 10,000 0 65,000 8202–Environmental/Planning Services 22,760 10,000 70,000 32,000 0 0 134,760 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 23,000 0 23,000 8205–Construction 0 0 0 0 0 0 0 Grand Total $22,760 $10,000 $111,325 $57,796 $38,000 $0 $239,881 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 22,760 10,000 111,325 57,796 38,000 0 239,881 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $22,760 $10,000 $111,325 $57,796 $38,000 $0 $239,881 115Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Phase II Loop Trails, Lower La Honda Creek OSP Project #: MAA07-011 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Implement La Honda Creek Open Space Preserve Master Plan phase 2 trail improvements, including planning, technical (biological, cultural, geotechnical) studies, design, permitting and construction. FY22 SCOPE Complete construction and close out building and grading permits. Evaluate suitability for on-leash dog access. FY23 SCOPE If appropriate, seek board approval for on-leash dog access and coordinate signage and map updates. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $18,670 $104,292 $50,180 $698 $0 $0 $173,839 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 114,606 15,000 5,000 0 0 0 134,606 8202–Environmental/Planning Services 30,595 15,000 52,500 45,000 0 0 143,095 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 7,637 5,000 5,000 5,000 0 0 22,637 8205–Construction 0 70,000 15,000 0 0 0 85,000 Grand Total $171,508 $209,292 $127,680 $50,698 $0 $0 $559,178 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 171,508 209,292 127,680 50,698 0 0 559,178 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $171,508 $209,292 $127,680 $50,698 $0 $0 $559,178 116 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Alpine Road Regional Trail, Coal Creek Project #: MAA10-001 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Engineer, complete CEQA review, permit and construct road improvements to enhance public access and reduce further erosion and sedimentation downstream. FY22 SCOPE Finalize the construction documents and local/regulatory permitting. Complete the bid phase. Enter into funding agreement with Santa Clara County for Stanford Recreation Mitigation Funds. FY23 SCOPE Complete contractor construction (phase 1). Finalize permitting and design for the bypass trail reroute (phase 2). Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $30,797 $24,818 $42,825 $120,840 $0 $0 $219,280 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 4,286 0 0 0 0 0 4,286 8201–Architect/Engineering Services 204,998 95,000 62,500 60,000 0 0 422,498 8202–Environmental/Planning Services 100,259 70,000 10,000 0 0 0 180,259 8203–Inspection/Construction Monitoring 0 0 45,000 30,000 0 0 75,000 8204–Permitting Fees 0 23,750 15,000 5,000 0 0 43,750 8205–Construction 5,000 0 0 2,765,000 0 0 2,770,000 Grand Total $345,340 $213,568 $175,325 $2,980,840 $0 $0 $3,715,074 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 345,340 213,568 (96,886) 2,980,840 0 0 3,442,863 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 272,211 0 0 0 272,211 Grand Total $345,340 $213,568 $175,325 $2,980,840 $0 $0 $3,715,074 117Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Long Ridge Trail Connection to Eagle Rock and Devils Canyon Project #: MAA16-001 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Develop new trail connections to Eagle Rock and Devils Canyon. FY22 SCOPE Scope and conduct field investigations for conceptual trail connection to Eagle Rock and Devil’s Canyon waterfall. Evaluate opportunities and constraints at site and document findings. FY23 SCOPE Confirm project goals. Conduct site assessment and evaluate potential for improved parking. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $1,788 $2,024 $0 $0 $3,812 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 0 110,000 80,000 0 190,000 8202–Environmental/Planning Services 0 0 0 30,000 105,000 0 135,000 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 $1,788 $142,024 $185,000 $0 $328,812 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 1,788 142,024 185,000 0 328,812 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 $1,788 $142,024 $185,000 $0 $328,812 118 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Bay Area Ridge Trail: Highway 17 Crossing Project #: MAA20-002 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Evaluate Highway 17 crossing alternatives. Work closely with Caltrans to develop their draft project report in conjunction with the environmental analysis, where Caltrans is the lead NEPA agency within their right of way (crossings and connections to trails) and Midpen is the lead CEQA agency for the entire project (crossings, connections and trails). All work is in close alignment with Highway 17 Wildlife Crossing #MAA20-001. FY22 SCOPE Finalize technical field studies, continue collaboration with Caltrans to develop CEQA/NEPA, hire ADA/ABA consultant to assist with basis of design for trails crossings, initiate and complete three use and management plan amendments for extension of the Ridge Trail connection at El Sereno, St. Joseph’s Hill and Sierra Azul Preserves; obtain committee concurrence and board approval for the CEQA project description for the UMP amendments, complete environmental analysis, initiate and finalize MOUs with at least five partner agencies, and continue seeking funding opportunities. Confirm location of the connecting trail alignments, specifically El Sereno to Sanborn connection. Continue design, initial permit development and field studies to support CEQA. FY23 SCOPE Issue RFQP for consultant permitting assistance, develop preliminary design and resource agency permits in coordination with Caltrans, resource agencies and partners. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $20,988 $61,387 $38,054 $139,115 $0 $0 $259,544 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 20,000 0 0 0 20,000 8201–Architect/Engineering Services 136,082 0 25,000 1,010,000 2,000,000 1,000,000 4,171,082 8202–Environmental/Planning Services 2,637 477,000 600,000 260,000 0 0 1,339,637 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 18,100,000 18,100,000 Grand Total $159,707 $538,387 $683,054 $1,409,115 $2,000,000 $19,100,000 $23,890,263 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 159,707 538,387 683,054 1,409,115 2,000,000 1,000,000 5,790,263 40–General Fund Capital 0 0 0 0 0 18,100,000 18,100,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $159,707 $538,387 $683,054 $1,409,115 $2,000,000 $19,100,000 $23,890,263 119Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Bear Creek Stables Project Project #: MAA21-004 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Implement maintenance and repairs plan to maintain equestrian use. Evaluate long-term water needs and implement water infrastructure improvements for Bear Creek Stables operation. FY22 SCOPE Complete Use Permit and Construction Documents. FY23 SCOPE Complete Building Permits, Bidding and Initiate Construction. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22* Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $45,799 $33,913 $22,847 $49,116 $0 $0 $151,674 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 629,116 66,000 330,000 0 0 0 1,025,116 8202–Environmental/Planning Services 0 5,000 15,000 0 0 0 20,000 8203–Inspection/Construction Monitoring 0 11,800 43,000 24,000 0 0 78,800 8204–Permitting Fees 1,275 0 34,000 3,000 0 0 38,275 8205–Construction 40,999 0 250,000 4,150,000 0 0 4,440,999 Grand Total $717,189 $116,713 $694,847 $4,226,116 $0 $0 $5,754,864 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 717,189 116,713 694,847 2,502,586 0 0 4,031,334 40–General Fund Capital 0 0 0 500,000 0 0 500,000 Grants/Partnerships/Other 0 0 0 1,223,530 0 0 1,223,530 Grand Total $717,189 $116,713 $694,847 $4,226,116 $0 $0 $5,754,864 *FY22 construction budget will be reduced in FY22 and moved to FY23. 120 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Bear Creek Redwoods–Alma College Cultural Landscape and Rehabilitation Project #: MAA21-006 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Implement the Alma Cultural Landscape Rehabilitation Plan. Complete hazardous materials remediation and site cleanup, demolish several buildings, salvage and reuse material when possible, stabilize the chapel and 1934 library and install visitor amenities and interpretation. FY22 SCOPE Complete the architectural rehabilitation and demolition work, begin the site construction work. FY23 SCOPE Complete the site construction work. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $158,745 $71,270 $63,066 $0 $0 $0 $293,081 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 670,193 129,000 75,000 0 0 0 874,193 8202–Environmental/Planning Services 203,544 60,000 10,000 0 0 0 273,544 8203–Inspection/Construction Monitoring 27,490 90,000 77,500 0 0 0 194,990 8204–Permitting Fees 41,616 0 0 0 0 0 41,616 8205–Construction 86,464 298,000 3,643,200 910,800 0 0 4,938,464 Grand Total $1,188,052 $648,270 $3,868,766 $910,800 $0 $0 $6,615,888 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 1,188,052 196,016 2,733,486 910,800 0 0 5,028,354 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 452,254 1,135,280 0 0 0 1,587,534 Grand Total $1,188,052 $648,270 $3,868,766 $910,800 $0 $0 $6,615,888 121Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Phase II Trail Improvements, Bear Creek Redwoods OSP Project #: MAA21-011 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Implement phase 2 trail improvements, including multiuse through-trail connection, to open eastern part of Bear Creek Redwoods Open Space Preserve to public access. FY22 SCOPE Finalize design work. Secure regulatory permits, including Caltrans/County right-of-way permit. FY23 SCOPE Solicit bids for construction work. Initiate bridge and culvert construction. Conduct biomonitoring and revegetation/ reseeded as needed. Construction of trail, including new connecting trail and trailhead to the BCR/Hwy 17 junction. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22* Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $7,980 $105,391 $0 $0 $0 $0 $113,371 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 231,129 260,000 182,000 157,710 0 0 830,839 8202–Environmental/Planning Services 0 40,500 0 0 0 0 40,500 8203–Inspection/Construction Monitoring 0 0 10,000 15,000 0 0 25,000 8204–Permitting Fees 0 20,000 22,250 0 0 0 42,250 8205–Construction 0 35,000 125,000 1,739,000 10,000 0 1,909,000 Grand Total $239,109 $460,891 $339,250 $1,911,710 $10,000 $0 $2,960,960 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 296,839 0 0 296,839 40–General Fund Capital 0 0 0 190,000 10,000 0 200,000 Grants/Partnerships/Other 239,109 460,891 339,250 1,424,871 0 0 2,464,121 Grand Total $239,109 $460,891 $339,250 $1,911,710 $10,000 $0 $2,960,960 *FY22 construction budget will be reduced in FY22 and moved to FY23. 122 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Beatty House Site Security Improvements Project #: MAA22-005 Fund: 30–Measure AA Capital PROJECT DESCRIPTION To improve public safety, install site security improvements around structure. FY22 SCOPE Install site fencing, tree trimming and site cleanup. FY23 SCOPE Complete. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $13,944 $0 $0 $0 $13,944 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 15,000 0 0 0 0 15,000 8202–Environmental/Planning Services 0 35,000 5,000 0 0 0 40,000 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 65,000 0 0 0 65,000 Grand Total $0 $50,000 $83,944 $0 $0 $0 $133,944 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 50,000 83,944 0 0 0 133,944 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 $83,944 $0 $0 $0 $133,944 123Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Billingsley Property Acquisition and Site Cleanup Project #: MAA25-002 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Purchase 130-acre property as an addition to Sierra Azul Open Space Preserve. Project includes remediation, demolition and removal of an uninhabitable structure, site grading and site restoration. FY22 SCOPE Secure permits. Develop the demolition bid package, solicit bids and award the contract. Complete the demolition and site restoration work and closeout project. FY23 SCOPE Complete. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $19,065 $0 $0 $0 $19,065 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 1,690,000 0 0 0 0 1,690,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 25,500 0 0 0 25,500 8203–Inspection/Construction Monitoring 0 0 11,000 0 0 0 11,000 8204–Permitting Fees 0 0 10,000 0 0 0 10,000 8205–Construction 0 0 220,000 0 0 0 220,000 Grand Total $0 $1,690,000 $285,565 $0 $0 $0 $1,975,565 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 1,690,000 285,565 0 0 0 1,975,565 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $1,690,000 $285,565 $0 $0 $0 $1,975,565 124 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH La Honda Creek Parking and Trailhead Access–Feasibility Study Project #: VP05-002 Fund: 10–General Fund Operating PROJECT DESCRIPTION Implement board direction to proceed with Public Access Working Group input and Planning and Natural Resources Committee recommendations to conduct a feasibility study for public access to the central area of the preserve. FY22 SCOPE Work with selected consultant to conduct feasibility studies of board-directed suite of options. Conduct public and stakeholder outreach. FY23 SCOPE Complete technical analysis of suite of options and present to PNR Committee and board for review, input, and direction on next steps to determine what elements to continue forward into design. Continue public and stakeholder engagement. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 42,102 18,500 274,750 142,750 0 0 478,102 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 $42,102 $18,500 $274,750 $142,750 $0 $0 $478,102 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $42,102 $18,500 $274,750 $142,750 $0 $0 $478,102 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $42,102 $18,500 $274,750 $142,750 $0 $0 $478,102 125Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Rancho San Antonio (RSA) Multimodal Access–Priority 1 Implementation Project #: VP11-001 Fund: 10–General Fund Operating PROJECT DESCRIPTION Project engages stakeholders and partner agencies to explore non-motorized mobility, transit options and parking alternatives for Rancho San Antonio Open Space Preserve. Currently underway, this project would provide significant benefits for recreational users and leverage partnerships. FY22 SCOPE Pending board approved recommendations, initiate scoping and programming for priority/tier 1 recommendations and begin discussions with potential implementation partners; continue implementing short-term measures as allowed, e.g., installation of site amenities at trailheads and parking areas. FY23 SCOPE Continue coordinating with agency partners, e.g., Santa Clara County Parks, Cities, VTA, etc., on timing, funding and implementation of tier 1 partnership elements. Pursue design work for capital improvements and explore permitting requirements. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 50,419 50,000 25,000 25,000 0 0 150,419 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 $50,419 $50,000 $25,000 $25,000 $0 $0 $150,419 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $50,419 $50,000 $25,000 $25,000 $0 $0 $150,419 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $50,419 $50,000 $25,000 $25,000 $0 $0 $150,419 126 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH California Riding & Hiking Trails Project #: VP14-001 Fund: 40–General Fund Capital PROJECT DESCRIPTION Work with State Parks to receive quitclaim deed for existing California Riding and Hiking Trail easement along Woodruff Creek as connection between Russian Ridge and the Woodruff Redwoods addition to La Honda Creek, and work with San Mateo County Parks on connections between Teague Hill and Huddart Park, and La Honda Creek and Sam McDonald Park. FY22 SCOPE Evaluate alignment and viability of existing California Riding and Hiking Trail easements held by the State of California. Work with State Parks on obtaining quitclaim deeds for easements to be transferred to Midpen and potentially San Mateo County Parks. FY23 SCOPE Complete transfer of California Riding and Hiking Trail. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 15,000 2,500 0 0 17,500 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 $15,000 $2,500 $0 $0 $17,500 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 15,000 2,500 0 0 17,500 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $15,000 $2,500 $0 $0 $17,500 127Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Mt. Umunhum–Radar Tower Repair Project #: VP23-003 Fund: 40–General Fund Capital PROJECT DESCRIPTION Implement board-approved radar tower long-term repair scope of work. FY22 SCOPE Complete the repairs, which include: abatement of all interior hazardous materials, installation of new roofing, exterior concrete and rebar repairs, fall protection and site safety improvements, drainage improvements, installation of new window ventilation louvers, and wildlife screening. FY23 SCOPE Complete. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 60,000 50,000 0 0 0 110,000 8202–Environmental/Planning Services 0 0 30,000 0 0 0 30,000 8203–Inspection/Construction Monitoring 0 75,000 75,000 0 0 0 150,000 8204–Permitting Fees 0 5,000 1,000 0 0 0 6,000 8205–Construction 0 753,000 1,462,000 0 0 0 2,215,000 Grand Total $0 $893,000 $1,618,000 $0 $0 $0 $2,511,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 893,000 1,618,000 0 0 0 2,511,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $893,000 $1,618,000 $0 $0 $0 $2,511,000 128 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Assets and Organizational Support Project #Project Name Fiscal Year FY22 FY23 FY24 3-Year Total 10001 Records Management FY22/FY23 $131,000 $12,000 $0 $143,000 10002 San Mateo County Master Permit FY22/FY23 50,000 0 0 50,000 31202-11- 100000 New Administrative Office (AO) Facility FY22/FY23 16,168,483 20,000 0 16,188,483 31902 Historic Resources Procedural Guide/Library FY22/FY23 15,000 10,000 0 25,000 31905 Basic Policy Update FY22/FY23 50,000 0 0 50,000 35004 Sierra Azul Ranger Residence FY22/FY23 410,000 55,000 0 465,000 35007 Hawthorn Roof Replacement FY22/FY23 47,300 285,000 0 332,300 35009 Red Barn Roof Repair FY22/FY23 141,500 220,000 0 361,500 35010 Structure Disposition FY22/FY23 266,500 524,500 524,500 1,315,500 40013 50th Anniversary Public Events and Activities FY22/FY23 402,000 83,000 0 485,000 50005 Tyler Munis Enterprise Resource Planning (ERP) Migration FY22/FY23 152,924 37,158 0 190,082 51704 Ward Boundary Redistricting FY22 31,500 0 0 31,500 61009 Russian Ridge–Bergman Residences Reconstruction FY22 173,500 0 0 173,500 61010 Toto Ranch Well Drilling and Construction, Tunitas Creek FY22 227,425 0 0 227,425 61016 Burkhart Spring Construction FY22 21,250 0 0 21,250 61020 Thornewood Residence Evaluation FY22/FY23 46,000 230,000 0 276,000 61026 Quam Residence Road Repair FY22/FY23 207,000 0 0 207,000 65407 Radio System Assessment and Upgrade FY22/FY23 1,178,212 1,445,000 0 2,623,212 VP07-002 Agricultural Workforce Housing–La Honda Creek FY22 178,000 0 0 178,000 None New Servers for Administrative Office FY22 62,000 0 0 62,000 None Vehicle and Machinery/Equipment Purchases Reoccurring 923,000 465,000 0 1,388,000 Total $20,882,594 $3,386,658 $524,500 $24,793,752 129Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n SUPPORTING PROJECTS Project Name Project Purpose Lead Department Fiscal Year Bear Creek Stables Operator RFP/Lease Enter into agreement with long term tenant to manage Bear Creek Stables operation. Land and Facilities FY22/ FY23 Coastside Lands Management Plan Develop Management Plan for existing and future Coastal Preserves evaluating potential new land purchase opportunities, management, restoration and future public access priorities to identify staffing and facilities needs on the San Mateo Coast. Real Property FY22/ FY23 Customer Relationship Management* Provide more efficient management of public notification and engagement processes, including mailings/email notifications, and create consistent contact management for contact information of partners, vendors and outside organizations. Public Affairs FY22/ FY23 Design-Build Legislation Provide District with permanent ability to utilize design-build contracting for capital projects as a useful contracting tool. Public Affairs FY22/ FY23 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 FY22 Environmentally Preferable Purchasing Policy Implement an Environmentally Preferable Purchasing Policy for Board approval that furthers the District's Climate Change Policy and supports the Climate Action Plan. Administrative Services FY22 Fire Suppression Program: Review Staffing, Equipment and Training* Review and update the Fire Suppression Program to remain well prepared for future fire suppression events. General Manager's Office FY22/ FY23 Fleet Management The IT Master Plan recommends implementing a Fleet Management System to plan, program, and track the management (including replacements and maintenance) of the District’s vehicle and equipment fleet. Administrative Services FY23 Fleet Transition Plan Create a medium to long term plan to transition the District fleet away from fossil fuels, as an item under the Climate Action Plan. Land and Facilities FY22 GIS Strategic Plan The IT Master Plan recommends developing a GIS Strategic Plan that will establish a unified vision, goals and objectives for the GIS Program, provide a framework for department staff and other stakeholders to efficiently and effectively use geospatial technology, and prepare a roadmap for the future of GIS at Midpen. Administrative Services FY23 Good Neighbor Policy Update Review and update the Good Neighbor policy as appropriate to ensure policy remains fresh and effective in maintaining positive relationships with neighbors/ adjacent landowners. Public Affairs FY22 Nuisance Abatement Legislation Pursue legislation to streamline response and reduce costs associated with the abatement of encroachments and other nuisances on District lands. Public Affairs FY22/ FY23 Phone System*Migrate legacy phone system to a modern system for increased reliability, functionality, and to ensure ongoing support and scalability. Administrative Services FY22 Preserve Use Permit System The IT Master Plan recommends replacing the current legacy access database and manual process for preserve use permits using an online permit system to improve efficiencies, expand automation, and improve tracking and metrics. Administrative Services FY23 Public GIS Hub The IT Master Plan recommends building a comprehensive online hub of GIS resources for the public and community stakeholders to access Midpen GIS data services and discover interactive mapping applications, dashboards, and StoryMaps for ease of public retrieval and use. There is a demand for this technology and this hub will lay the foundation for creating and sharing content with the surrounding community. Administrative Services FY22/ FY23 Real Property Database Implement an enterprise geographic information system (E-GIS) integrated data management system capable of providing reports on all aspects of Midpen's land transactions. Administrative Services FY22 SharePoint–Document Management System Continue building out Midpen’s SharePoint platform on Office 365 to provide a cloud based document management system that support remote working and ease of document retrieval/storage/transmittal/review. Administrative Services FY22/ FY23 Trail Information System To fulfill Preserve User Survey Implementation actions, develop and implement a program for collecting and presenting quantitative trail information to assist visitors in assessing and selecting what trails to explore. Planning FY22/ FY23 Volunteer and Docent Management System The current website hosts the Volunteer and Docent Management System, however, the website is being upgraded and can no longer support this functionality. As a result, a new Volunteer and Docent Management System needs to be developed and implemented to ensure proper communications, scheduling, tracking, etc. of volunteer and docent program activities. Administrative Services FY22 *These projects are in the early stages of the process or there is not enough information to determine the total cost at this time and may become key projects in the future. 130 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Records Management Project #: 10001 Fund: 10–General Fund Operating PROJECT DESCRIPTION To prepare for Midpen’s move to a new office building in spring 2022, staff will use the board-approved retention schedule to inventory and digitize paper files. FY22 SCOPE Complete records inventory. Continue document digitization. Continue implementation of Trusted Records Management System in compliance with CA Government Code 12168.7(c). Begin proper disposition of paper documents per the board-approved retention schedule once documents are inputted into the trusted electronic system. FY23 SCOPE Continue document digitization. Continue input of digitized documents into the Electronic Document Management System and proper disposition of paper documents. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 71,000 131,000 12,000 0 0 214,000 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 $71,000 $131,000 $12,000 $0 $0 $214,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $71,000 $131,000 $12,000 $0 $0 $214,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $71,000 $131,000 $12,000 $0 $0 $214,000 131Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT San Mateo County Master Permit Project #: 10002 Fund: 10–General Fund Operating PROJECT DESCRIPTION Develop a master permit with San Mateo County to streamline project implementation. FY22 SCOPE Prepare master permit application and initiate stakeholder engagement. FY23 SCOPE Submit master permit application for county review. Conduct CEQA Review for covered activities. Continue stakeholder engagement. Work with county to advance master permit approval. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 50,000 0 0 0 50,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $50,000 $0 $0 $0 $50,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $50,000 $0 $0 $0 $50,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $50,000 $0 $0 $0 $50,000 132 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT New Administrative Office (AO) Facility Project #: 31202-11-100000 Fund: 40–General Fund Capital PROJECT DESCRIPTION Prepare 5050 El Camino Real as new administrative office. FY22 SCOPE Finish construction. Install new interpretive exhibits and elements. Install owner-furbished items. Train key staff on new systems management/trouble-shoot as necessary. Hire move company and address logistics for moving into the building. Hold public open house. FY23 SCOPE Project closeout and address post-construction matters. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 31,742,406 0 0 0 0 0 31,742,406 8201–Architect/Engineering Services 1,537,776 510,170 368,000 20,000 0 0 2,435,946 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 7,260 105,000 528,500 0 0 0 640,760 8204–Permitting Fees 199,832 3,570 0 0 0 0 203,402 8205–Construction 0 7,876,660 14,271,983 0 0 0 22,148,643 8301–Furniture 0 86,000 1,000,000 0 0 0 1,086,000 Grand Total $33,487,274 $8,581,400 $16,168,483 $20,000 $0 $0 $58,257,157 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 33,487,274 8,581,400 16,168,483 20,000 0 0 58,257,157 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $33,487,274 $8,581,400 $16,168,483 $20,000 $0 $0 $58,257,157 133Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Historic Resources Procedural Guide/Inventory Project #: 31902 Fund: 10–General Fund Operating PROJECT DESCRIPTION Develop an administrative historic resources procedural guide and documentation process that will centralize all relevant District policies, processes and other key information related to historic resources as a guiding document for consistent historic resource management. Design information systems to better capture the District’s historic resources data, and update existing database to a comprehensive historic resources inventory. Work done in FY20 for the Historic Resources Policy Development is captured in this project description. FY22 SCOPE With assistance of a historic resources consultant, develop historic resource database framework. Design/modify systems to support the framework, including the electronic document management system, geographic information system, and work order and asset management system. Update historic resources procedural guide with any new practices and inventory management processes. FY23 SCOPE Locate and centralize historic evaluation and assessment documentation in Midpen files. Finalize systems and applications and begin populating dataset with historic resources assessment data consistent with new framework. Finalize historic resources procedural guide. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 22,550 0 15,000 10,000 0 0 47,550 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 $22,550 $0 $15,000 $10,000 $0 $0 $47,550 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $22,550 $0 $15,000 $10,000 $0 $0 $47,550 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $22,550 $0 $15,000 $10,000 $0 $0 $47,550 134 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Basic Policy Update Project #: 31905 Fund: 10–General Fund Operating PROJECT DESCRIPTION Update the Basic Policy to incorporate the Coastside Protection Area and conduct public and stakeholder engagement and study sessions as appropriate. FY22 SCOPE Compile and review current districtwide policies, guidelines and practices. Evaluate gaps, inconsistencies and/ or areas requiring greater clarification. Develop a framework for the Basic Policy update. Develop public and stakeholder engagement strategy. FY23 SCOPE Obtain comittee and board approval of public and stakeholder engagement strategy. Conduct outreach and engagement throughout District jurisdiction, including Coastside. Draft basic policy update based on board, public and stakeholder input. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 50,000 0 0 0 50,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $50,000 $0 $0 $0 $50,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $50,000 $0 $0 $0 $50,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $50,000 $0 $0 $0 $50,000 135Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Sierra Azul Ranger Residence Project #: 35004 Fund: 40–General Fund Capital PROJECT DESCRIPTION Rehabilitate existing residence for use as permanent residence in or adjacent to Sierra Azul Open Space Preserve for improved site presence and monitoring. Structural assessment and implementation of recommended improvements to align with future site uses. Repave driveway from Pheasant Road to South Area Outpost. FY22 SCOPE Complete structural assessment and complete repair plans. Secure/resolve permits. Develop bid package, solicit bids and award contract. Begin construction. FY23 SCOPE Complete construction and receive building occupancy. Begin oversight of plant installation/maintenance. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 41,393 100,000 0 0 0 0 141,393 8202–Environmental/Planning Services 0 0 20,000 0 0 0 20,000 8203–Inspection/Construction Monitoring 6,579 0 40,000 0 0 0 46,579 8204–Permitting Fees 1,126 0 60,000 0 0 0 61,126 8205–Construction 820 0 290,000 55,000 0 0 345,820 Grand Total $49,918 $100,000 $410,000 $55,000 $0 $0 $614,918 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 49,918 100,000 410,000 55,000 0 0 614,918 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $49,918 $100,000 $410,000 $55,000 $0 $0 $614,918 136 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Hawthorn Roof Replacement Project #: 35007 Fund: 20–Hawthorns PROJECT DESCRIPTION Assess and replace historical building roof system on structures. FY22 SCOPE Work with historic architect on reroof alternatives and design. Coordinate with Town of Portola Valley on permits. Begin environmental review. FY23 SCOPE Complete design, complete CEQA review and secure permits. Prepare bid package, solicit bids and award contract. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 11,000 0 0 0 11,000 8202–Environmental/Planning Services 0 0 36,300 0 0 0 36,300 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 10,000 0 0 10,000 8205–Construction 0 0 0 275,000 0 0 275,000 Grand Total $0 $0 $47,300 $285,000 $0 $0 $332,300 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 47,300 285,000 0 0 332,300 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 $47,300 $285,000 $0 $0 $332,300 137Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Red Barn Roof Repair Project #: 35009 Fund: 40–General Fund Capital PROJECT DESCRIPTION Replace historical building roof system. FY22 SCOPE Scope roof repair and biological, historical and materials requirements. Contract with historic architect. FY23 SCOPE Begin implementation of recommendations. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 11,000 0 0 0 11,000 8202–Environmental/Planning Services 0 0 115,500 0 0 0 115,500 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 15,000 0 0 0 15,000 8205–Construction 0 0 0 220,000 0 0 220,000 Grand Total $0 $0 $141,500 $220,000 $0 $0 $361,500 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 141,500 220,000 0 0 361,500 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $141,500 $220,000 $0 $0 $361,500 138 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Structure Disposition Project #: 35010 Fund: 40–General Fund Capital PROJECT DESCRIPTION Gather information for costs to maintain access and structures, versus cost for demolition etc. to review with the board and implement board direction. FY22 SCOPE Conduct research and assess conditions of two to three structures. Develop disposition recommendations for board consideration. Based on board direction, develop plans, pursue permits, conduct environmental review for board certification and project approval. FY23 SCOPE Complete implementation actions for structures evaluated in FY22. Conduct research and assess conditions of an additional two to three structures. Develop disposition recommendations for Board consideration and direction. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 11,000 11,000 11,000 0 33,000 8202–Environmental/Planning Services 0 0 214,500 181,500 181,500 0 577,500 8203–Inspection/Construction Monitoring 0 0 11,000 22,000 22,000 0 55,000 8204–Permitting Fees 0 0 30,000 30,000 30,000 0 90,000 8205–Construction 0 0 0 280,000 280,000 0 560,000 Grand Total $0 $0 $266,500 $524,500 $524,500 $0 $1,315,500 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 266,500 524,500 524,500 0 1,315,500 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $266,500 $524,500 $524,500 $0 $1,315,500 139Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT 50th Anniversary Public Events and Activities Project #: 40013 Fund: 10–General Fund Operating PROJECT DESCRIPTION Year-long series of events and activities commemorating 50 years of public open space protection, restoration and connection. FY22 SCOPE Finalize plans for series of events and activities that kick off in January 2022. FY23 SCOPE Continue series of anniversary events, activities and anniversary gatherings. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 15,000 402,000 83,000 0 0 500,000 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 $15,000 $402,000 $83,000 $0 $0 $500,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $15,000 $402,000 $83,000 $0 $0 $500,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $15,000 $402,000 $83,000 $0 $0 $500,000 140 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Tyler Munis Enterprise Resource Planning (ERP) Migration Project #: 50005 Fund: 10–General Fund Operating PROJECT DESCRIPTION Migrate Tyler New World ERP System to Tyler Munis. FY22 SCOPE Migrate data from New World System to Munis. Go live in Q3. FY23 SCOPE Investigate additional workflow automations and new Human Resources Information System (HRIS) and FM Modules. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 86,500 152,924 37,158 0 0 276,582 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 $86,500 $152,924 $37,158 $0 $0 $276,582 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $86,500 $152,924 $37,158 $0 $0 $276,582 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $86,500 $152,924 $37,158 $0 $0 $276,582 141Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Ward Boundary Redistricting Project #: 51704 Fund: 10–General Fund Operating PROJECT DESCRIPTION Work with the board on redistricting Midpen’s seven ward boundaries following the release of the 2020 census data. Midpen is required by California Elections Code Section 22000 and the federal Voting Rights Act to adjust its ward boundaries prior to the next biennial general election following each federal decennial census. FY22 SCOPE Finalize analysis, produce maps and written descriptions, and present findings to board for consideration of final adoption. Submit final ward boundary maps and data to county offices. FY23 SCOPE Complete. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 12,000 31,500 0 0 0 43,500 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $12,000 $31,500 $0 $0 $0 $43,500 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $12,000 $31,500 $0 $0 $0 $43,500 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $12,000 $31,500 $0 $0 $0 $43,500 142 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Russian Ridge–Bergman Residences Reconstruction Project #: 61009 Fund: 40–General Fund Capital PROJECT DESCRIPTION Perform cleanup of the Bergman housing complex, prepare drawings and warrant the main, old, guest and carriage houses with the County of San Mateo. These residences will be improved to provide three rental residences. The stables structure and grandma house will be demolished. FY22 SCOPE Complete board-approved demolition of the grandma house, original horse stable building and outbuilding. FY23 SCOPE Complete. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 62,655 3,500 0 0 0 0 66,155 8202–Environmental/Planning Services 9,829 0 10,000 0 0 0 19,829 8203–Inspection/Construction Monitoring 16,785 10,000 27,500 0 0 0 54,285 8204–Permitting Fees 7,897 0 1,000 0 0 0 8,897 8205–Construction 571,454 15,000 135,000 0 0 0 721,454 Grand Total $668,620 $28,500 $173,500 $0 $0 $0 $870,620 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 668,620 28,500 173,500 0 0 0 870,620 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $668,620 $28,500 $173,500 $0 $0 $0 $870,620 143Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Toto Ranch Well Drilling and Construction, Tunitas Creek Project #: 61010 Fund: 40–General Fund Capital PROJECT DESCRIPTION Locate, drill and plumb a well to provide a consistent water source for the Toto residence. The current water source for the house is a seasonal spring that has been unreliable. FY22 SCOPE Pending receipt of permits, drill well and connect to residential water system. FY23 SCOPE Complete. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 3,000 0 0 0 3,000 8203–Inspection/Construction Monitoring 0 10,000 45,000 0 0 0 55,000 8204–Permitting Fees 9,206 0 0 0 0 0 9,206 8205–Construction 159 45,000 179,425 0 0 0 224,584 Grand Total $9,365 $55,000 $227,425 $0 $0 $0 $291,790 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 9,365 55,000 227,425 0 0 0 291,790 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $9,365 $55,000 $227,425 $0 $0 $0 $291,790 144 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Burkhart Spring Construction Project #: 61016 Fund: 10–General Fund Operating PROJECT DESCRIPTION Rebuild damaged spring box. Repair lines, add water lines, storage and connection for the neighbor. FY22 SCOPE Complete waterline construction. FY23 SCOPE Complete. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 38,750 21,250 0 0 0 60,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total 0 $38,750 $21,250 $0 $0 $0 $60,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $38,750 $21,250 $0 $0 $0 $60,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total 0 $38,750 $21,250 $0 $0 $0 $60,000 145Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Thornewood Residence Evaluation Project #: 61020 Fund: 40–General Fund Capital PROJECT DESCRIPTION Complete historic evaluation and structural evaluation of the Thornewood residence. FY22 SCOPE Complete structure evaluation and implement board direction for structure disposition. FY23 SCOPE TBD, based on board-approved direction. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 23,000 15,000 0 0 38,000 8202–Environmental/Planning Services 0 0 23,000 0 0 0 23,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 15,000 0 0 15,000 8205–Construction 0 0 0 200,000 0 0 200,000 Grand Total $0 $0 $46,000 $230,000 $0 $0 $276,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 46,000 230,000 0 0 276,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total 0 $0 $46,000 $230,000 $0 $0 $276,000 146 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Quam Residence Road Repair Project #: 61026 Fund: 40–General Fund Capital PROJECT DESCRIPTION Repair existing washouts along the road surface and replace/repair culverts. FY22 SCOPE If driveway repair approved, install road base along 4,300 feet of road. Replace five culverts and repair/clean two 16” culverts. Alternately limit driveway repair extent to former Bergman residences. FY23 SCOPE If demolition approved, demolish primary residential structure and five ancillary structures. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 27,000 0 0 0 27,000 8204–Permitting Fees 0 0 12,500 0 0 0 12,500 8205–Construction 0 0 167,500 0 0 0 167,500 Grand Total $0 $0 $207,000 $0 $0 $0 $207,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 207,000 0 0 0 207,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $207,000 $0 $0 $0 $207,000 147Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Radio System Assessment and Upgrade Project #: 65407 Fund: 40–General Fund Capital PROJECT DESCRIPTION Research options to expand Midpen radio coverage to Coastal areas, improve radio coverage in selected high-use areas, upgrade quality of system and replace equipment reaching end of life. FY22 SCOPE Develop request for bid for new equipment purchase and installation based on board-approved scope. Select vendor, purchase equipment, pursue new tower space and begin installation of new system. FY23 SCOPE Continue installation of new radio system. Replace all handheld and vehicle radios. Conduct testing of new system. Once testing is complete, conduct final cleanup, cutover and final acceptance. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 54,788 0 356,212 487,000 0 0 898,000 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 8304–Communications/Network Infrastructure & Equipment 0 0 822,000 958,000 0 0 1,780,000 Grand Total $54,788 $0 $1,178,212 $1,445,000 $0 $0 $2,678,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 54,788 0 1,178,212 1,445,000 0 0 2,678,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $54,788 $0 $1,178,212 $1,445,000 $0 $0 $2,678,000 148 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Agricultural Workforce Housing–La Honda Creek Project #: VP07-002 Fund: 40–General Fund Capital PROJECT DESCRIPTION Establish designated agricultural workforce housing to support conservation grazing program. FY22 SCOPE Finish construction. Conduct biomonitoring and begin revegetation/reseeding. FY23 SCOPE Complete. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 35,639 15,000 5,000 0 0 0 55,639 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 1,634 8,000 8,000 0 0 0 17,634 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 144,000 165,000 0 0 0 309,000 Grand Total $37,273 $167,000 $178,000 $0 $0 $0 $382,273 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 37,273 167,000 178,000 0 0 0 382,273 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $37,273 $167,000 $178,000 $0 $0 $0 $382,273 149Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT New Servers for Administrative Office Project #: None Fund: 40–General Fund Capital PROJECT DESCRIPTION Midpen’s current server infrastructure (Nutanix) is currently around five years old. Modern server hardware will allow expanded remote work options and improved performance on enterprise applications, such as GIS and Cityworks. FY22 SCOPE Purchase and set up new server infrastructure including new hardware and software. Migrate current virtual server infrastructure to new system. FY23 SCOPE Complete. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 8303–Computer Equipment 0 0 62,000 0 0 0 62,000 Grand Total $0 $0 $62,000 $0 $0 $0 $62,000 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 62,000 0 0 0 62,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $62,000 $0 $0 $0 $62,000 150 Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT 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. FY22 SCOPE Replace three patrol vehicles that have reached their life expectancy. Purchase an additional vehicle for the field resource specialist position. Replace a 10-wheel dump truck which does not currently meet California emission regulations. Replace a water tender that does not currently meet California emission regulations with a fire-certified tender. Replace a mini excavator and purchase an additional tractor. FY23 SCOPE Possibly replacing two vehicles and purchasing two additional maintenance trucks. Will assess the need for two additional pieces of equipment, possibly mid-size excavator and a transport trailer. Summary of Estimated Costs Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 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 864,938 40,000 435,000 165,000 0 0 1,504,938 8501–Vehicles 1,533,674 346,200 488,000 300,000 0 0 2,667,874 Grand Total $2,398,612 $386,200 $923,000 $465,000 $0 $0 $4,172,812 Funding Source Prior Year Actuals FY21 Estimated Actuals FY22 Budget FY23 Projections FY24 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 2,398,612 386,200 923,000 465,000 0 0 4,172,812 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $2,398,612 $386,200 $923,000 $465,000 $0 $0 $4,172,812 151Section 3 • Budget and Action Plan FY22 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 152 Section 3 • Budget and Action Plan FY22 El Corte de Madera Creek Open Space Preserve by Cass Kalinski Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Section 4 Department Summaries Picchetti Ranch Open Space Preserve by Douglas Sheaffer 153Section 4 • Budget and Action Plan FY22 Se c t i o n 4 Windy Hill Open Space Preserve by Richard Zamboldi 154 Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Departments Overview Midpen is structured to deliver on project commitments in support of Midpen’s mission and goals and is organized by function into three business lines: Project Planning and Delivery, Visitor and Field Services, and Administrative Services. All business lines report to the General Manager and are structured as follows: ——————————————————————————––––––––––––—————————————————————————————— Administrative Services ———————————————————————————––––––––––––——————————————————————————— 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 FY22 budget. 155Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Administrative Services MISSION STATEMENT Provide overall financial, human resources, information systems and other administrative support to serve Midpen’s mission and goals. CORE FUNCTIONS——————————————————————————––––––––––––—————————————————————————————— Provide financial management, budgeting and accounting services.——————————————————————————––––––––––––—————————————————————————————— Administer Human Resources programs and coordinate employee relations activities.——————————————————————————––––––––––––—————————————————————————————— Manage Midpen’s Information Technology and Geographic Information Systems and services.——————————————————————————––––––––––––——————————————————————————————Provide Midpen with an overall IT strategy that fosters organizational innovation and efficiencies. ——————————————————————————––––––––––––—————————————————————————————— Provide office management and public reception/customer service at the Administrative Office.——————————————————————————––––––––––––—————————————————————————————— Coordinate grants application, award and compliance.——————————————————————————––––––––––––—————————————————————————————— Manage Midpen procurement.——————————————————————————––––––––––––—————————————————————————————— Organizational Chart CFO/Director of Administrative Services Controller Grants Program Manager Senior Finance and Accounting Technician (Half-time) Human Resources Manager HR Supervisor Training and Safety Specialist HR Technician HR Technician (Half-time) Management Analyst II Management Analyst II HR Intern IST Manager Data Administrator Applications Engineer IST Program Administrator IT Technician II IT Technician I GIS Program Administrator Data Analyst II Data Analyst I GIS Technician Finance Manager Senior Accountant Senior Finance and Accounting Technician Accounting Technician (Half-time) Procurement and Contracts Specialist Administrative Assistant Senior Finance and Accounting Technician (Half-time) Budget and Analysis Manager Management Analyst II Management Analyst II 156 Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Staffing Levels Position FY18 Adopted FTE FY19 Amended FTE FY20 Adopted FTE FY21 Adopted FTE FY22 Proposed FTE Change from FY21 Modified Accounting Technician 0.5 0.5 0.5 0.5 0.5 0 Administrative Assistant 1 1 1 1 1 0 Applications Engineer 0 1 1 1 1 0 Budget & Analysis Manager 1 1 1 1 1 0 Controller 0.25 0.25 0.25 0.25 0.25 0 Data Administrator 1 1 1 1 1 0 Data Analyst I/II 2 2 2 2 2 0 Finance Manager 1 1 1 1 1 0 GIS Program Administrator 1 1 1 1 1 0 GIS Technician 0 0 0 0 1 1 Grants Program Manager (formerly Grants Specialist) 1 1 1 1 1 0 Human Resources Manager 1 1 1 1 1 0 Human Resources Supervisor 1 1 1 1 1 0 Human Resources Technician 1.5 1.5 1.5 1.5 1.5 0 IST Manager 1 1 1 1 1 0 IT Program Administrator 1 1 1 1 1 0 IT Technician I/II 1 2 2 2 2 0 Management Analyst I/II 4 4 4 4 4 0 Procurement and Contracts Specialist 1 1 1 1 1 0 Senior Accountant 1 1 1 1 1 0 Senior Finance and Accounting Technician 2 1 2 2 2 0 Training and Safety Specialist 1 1 1 1 1 0 Total FTE 24.25*25.25**26.25**26.25**27.25***1 *Not included in the FTE count is 1 GIS Intern. **Not included in the FTE count is 1 HR Intern and 1 limited term GIS Technician. ***Not included in the FTE count is 1 HR Intern. 157Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Administrative Services aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————––––––––––––——————————————————————————————Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 1 50005 Tyler Munis Enterprise Resource Planning (ERP) Migration FY2024 Goal 3 & 4 51704 Ward Boundary Redistricting FY2022 Goal 4 None New Servers for Administrative Office FY2022 Goal 4 Supporting Environmentally Preferable Purchasing Policy FY2022 Goal 4 Supporting Fleet Management FY2024 Goal 4 Supporting GIS Strategic Plan FY2023 Goal 4 Supporting Phone System FY2022 Goal 4 Supporting Preserve Use Permit System FY2024 Goal 3 & 4 Supporting Public GIS Hub FY2024 Goal 3 & 4 Supporting Real Property Database FY2022 Goal 4 Supporting SharePoint - Document Management System FY2024 Goal 4 Supporting Volunteer and Docent Management System FY2022 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 6; project details are included in Section 3. Performance Metrics Strategic Plan Linkage Indicator FY20 Target FY20 Actuals FY21 Target FY22 Target Goal 4 Number of job recruitments completed within target timeline 32 25 32 32 Goal 4 Employee retention rate <10%6%<10%<10% Goal 4 Percent of FTEs using web and mobile enterprise GIS 30%38%40%40% Goal 4 Percent of total District files in Office 365 25%36%60%60% Goal 4 Percent spent of adopted and final adjusted budget 90% / 90%93% / 90%90% / 90%90% / 90% Goal 4 Budget Book receives GFOA Award for Distinguished Budget Presentation Yes Yes Yes Yes Goal 4 Obtain GFOA Award of Excellence in Financial Reporting for the Annual Report Yes Yes Yes Yes Goal 4 Annual Report issued with unmodified opinion Yes Yes Yes Yes Goal 4 General Fund reserve balance policy target met Yes Yes Yes Yes Goal 4 Legal Debt limit not exceeded Yes Yes Yes Yes Goal 4 Credit Rating from Fitch's and Standard and Poor’s AAA AAA AAA AAA Goal 4 Percent of electronic invoice payments 40%56%50%60% 158 Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Budget Midpen Budget by Expenditure Category FY20 Actuals FY21 Adopted Budget FY22 Proposed Budget $ Change from FY21 Adopted Budget % Change from FY21 Adopted Budget Administrative Services Salaries and Benefits $4,625,504 $5,357,276 $5,791,536 $434,260 8% Services and Supplies 1,373,425 1,776,690 2,181,406 404,716 23% Total Operating Expenditures 5,998,929 7,133,966 7,972,942 838,976 12% General Fund Capital 0 80,000 62,000 (18,000)- 23% Measure AA Capital 0 0 0 0 0% Total Capital Expenditures 0 80,000 62,000 (18,000)- 23% Total Administrative Services Expenditures $5,998,929 $7,213,966 $8,034,942 $820,976 11% Purisima Creek Redwoods Open Space Preserve by Alex Song 159Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Engineering and Construction Department MISSION STATEMENT Implement large-scale capital projects to improve and maintain Midpen’s infrastructure and facilities that are necessary to facilitate ecologically sensitive and safe public access and ongoing stewardship and care for the land. CORE FUNCTIONS——————————————————————————––––––––––––—————————————————————————————— Oversee and manage the design and engineering, permitting, bidding, and construction of large-scale capital improvement projects.——————————————————————————––––––––––––—————————————————————————————— Provide design, project management, construction management and/or construction oversight of large-scale capital projects.——————————————————————————––––––––––––—————————————————————————————— Ensure that capital projects comply with all necessary requirements and regulations related to construction, including building code requirements, mitigation measures, permit conditions and federal regulations.——————————————————————————––––––––––––—————————————————————————————— Develop and assist with cost estimations and constructability assessments during the planning, scoping and early design phase of capital projects.——————————————————————————––––––––––––—————————————————————————————— Stay abreast of current codes and construction regulations and ensure Midpen’s construction standards remain current.——————————————————————————––––––––––––—————————————————————————————— Organizational Chart Engineering and Construction Manager Administrative Assistant Senior Capital Project Manager Capital Project Manager II Capital Project Manager III Senior Capital Project Manager Capital Project Manager III Capital Project Manager III 160 Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Staffing Levels Position FY18 Adopted FTE FY19 Amended FTE FY20 Adopted FTE FY21 Amended FTE FY22 Proposed FTE Change from FY21 Modified Manager 1 1 1 1 1 0 Senior Capital Project Manager 2 2 2 2 2 0 Capital Project Manager II 1 1 1 1 1 0 Capital Project Manager III 3 3 3 3 3 0 Total FTE 7 7 7 7 7 0 Engineering and Construction aligns project deliverables to the Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————––––––––––––—————————————————————————————— Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––——————————————————————————————Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Sierra Azul Open Space Preserve by Janie Krag 161Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 4 31202-11-100000 New Administrative Office (AO) Facility FY2023 Goal 3 31903 Hwy 35 Multi-use Trail Crossing and Parking – Feasibility Study FY2023 Goal 3 31906 Bear Creek Redwoods North Parking Area FY2024 Goal 4 35004 Sierra Azul Ranger Residence FY2023 Goal 4 35006 Kennedy Restroom Replacements FY2023 Goal 4 35007 Hawthorn Roof Replacement FY2025 Goal 4 35008 Kennedy Trail Retaining Wall FY2023 Goal 2 & 4 35009 Red Barn Roof Repair FY2025 Goal 4 35010 Structure Disposition FY2023 Goal 1 & 3 MAA03-002 Purisima Upland Site Clean up and Soil Remediation FY2023 Goal 4 MAA05-008 La Honda Creek White Barn Structural Rehabilitation FY2023 Goal 4 MAA05-009 La Honda Creek Redwood Cabin Removal and Site Restoration FY2023 Goal 3 MAA05-012 Phase 2–Paulin Bridge Replacements (2)FY2025 Goal 3 & 4 MAA21-004 Bear Creek Stables Project FY2025 Goal 3 MAA21-006 Bear Creek Redwoods–Alma College Cultural Landscape Rehabilitation FY2022 Goal 4 MAA22-005 Beatty House Site Security Improvements FY2022 Goal 1 MAA25-002 Billingsley Property Acquisition and Site Cleanup FY2022 Goal 2 VP07-002 Agricultural Workforce Housing–La Honda Creek FY2022 Goal 4 VP23-003 Mt. Umunhum–Radar Tower Repair FY2022 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 6; project details are included in Section 3. Los Trancos Open Space Preserve by Liv Ames 162 Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Performance Metrics Strategic Plan Linkage Indicator FY20 Target FY20 Actuals FY21 Target FY22 Target Goal 4 Percent of projects finished within Board approved budget (base bid and contingency) 80%88%80%80% Goal 4 Percent of projects finished within schedule indicated at the time of award of contract 80%82%80%80% Budget Midpen Budget by Expenditure Category FY20 Actuals FY21 Adopted Budget FY22 Proposed Budget $ Change from FY21 Adopted Budget % Change from FY21 Adopted Budget Engineering and Construction Salaries and Benefits $1,055,694 $1,145,128 $1,206,827 $61,699 5% Less: MAA Reimbursable Staff Costs (223,776)(353,055)(258,414)94,641 - 27% Net Salaries and Benefits 831,918 792,073 948,413 156,340 20% Services and Supplies 262,658 186,768 190,319 3,551 2% Total Operating Expenditures 1,094,576 978,841 1,138,732 159,891 16% Hawthorns Capital 0 0 47,300 47,350 -- Total Hawthorns Expenditures 0 0 47,300 47,300 -- General Fund Capital 2,235,296 13,941,983 19,634,983 5,693,000 41% Measure AA Capital 5,474,287 7,300,555 5,814,803 (1,485,752)- 20% Total Capital Expenditures 7,709,582 21,242,538 25,449,786 4,207,248 20% Total Engineering and Construction Expenditures $8,804,158 $22,221,379 $26,635,818 $4,414,439 20% La Honda Creek Open Space Preserve by Bobby Wheelock 163Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Office of the General Counsel MISSION STATEMENT Provide legal services and counsel to the Board of Directors, Committees and Midpen departments. CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————Provide legal review and advice to the Midpen Board and staff.——————————————————————————––––––––––––—————————————————————————————— Represent Midpen in litigation and legal matters with outside agencies.——————————————————————————––––––––––––—————————————————————————————— Administer Midpen’s risk management program.——————————————————————————––––––––––––—————————————————————————————— Organizational Chart General Counsel Assistant General Counsel Management Analyst--Risk Management Executive Assistant La Honda Creek Open Space Preserve by Jindrich Zejda 164 Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Staffing Levels Position FY18 Adopted FTE FY19 Amended FTE FY20 Adopted FTE FY21 Amended FTE FY22 Proposed FTE Change from FY21 Modified General Counsel 1 1 1 1 1 0 Assistant General Counsel 1 1 1 1 1 0 Management Analyst–Risk 0.5 0.5 0.5 1 1 0 Executive Assistant 0 1 1 1 1 0 Total FTE 2.5 3.5 3.5 4 4 0 General Counsel aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————––––––––––––—————————————————————————————— Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––—————————————————————————————— Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————––––––––––––——————————————————————————————Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 1 & 4 Supporting Design-Build Legislation FY2023 Goal 1 Supporting Nuisance Abatement Legislation FY2023 Goal 3 & 4 51704 Ward Boundary Redistricting FY2022 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 6; project details are included in Section 3. Budget Midpen Budget by Expenditure Category FY20 Actuals FY21 Adopted Budget FY22 Proposed Budget $ Change from FY21 Adopted Budget % Change from FY21 Adopted Budget General Counsel Salaries and Benefits $606,693 $701,221 $801,859 $100,638 14% Services and Supplies 24,262 99,185 98,985 (200)0% Total Operating Expenditures 630,955 800,406 900,844 100,438 13% Total General Counsel Expenditures $ 630,955 $800,406 $900,844 $100,438 13% 165Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Office of the General Manager MISSION STATEMENT Responsible for the overall operation of Midpen. Under policy direction from the Board of Directors, the General Manager carries out Midpen’s adopted Strategic Plan goals and objectives and Vision Plan priority actions and works through the executive team to provide leadership, direction, resources and tools to Midpen departments to ensure effective, efficient, and financially-prudent project and service delivery for public benefit. CORE FUNCTIONS——————————————————————————––––––––––––—————————————————————————————— Provide leadership, oversight and direction for Midpen functions.——————————————————————————––––––––––––——————————————————————————————Accomplish the goals and objectives set out in the Board of Directors’ Strategic Plan.——————————————————————————––––––––––––—————————————————————————————— Implement Midpen’s Vision Plan priority actions.——————————————————————————––––––––––––—————————————————————————————— Ensure that Midpen’s policies and procedures are fiscally sustainable.——————————————————————————––––––––––––—————————————————————————————— Provide legislative support to the Board of Directors, including duties associated with the Board of Directors’ agenda and actions, officiating all Midpen elections and maintaining all official records.——————————————————————————––––––––––––—————————————————————————————— Organizational Chart Staffing Levels Position FY18 Adopted FTE FY19 Amended FTE FY20 Adopted FTE FY21 Adopted FTE FY22 Proposed FTE Change from FY21 Modified Administrative Assistant 1 1 1 1 1 0 Assistant General Manager 2 2 2 2 2 0 Chief Financial Officer 1 1 1 1 1 0 District Clerk/Assistant to General 1 1 1 1 1 0 Executive Assistant/Deputy Clerk 1 1 1 1 1 0 General Manager 1 1 1 1 1 0 Management Analyst II 1 1 1 1 1 0 Total FTE 8 8 8 8 8 0 General Manager Executive Assistant/Deputy District Clerk District Clerk/ Assistant to the General Manager CFO Director of Administrative Services Project Planning and Delivery Assistant General Manager Visitor and Field Services Assistant General Manager Management Analyst II Administrative Assistant 166 Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s General Manager aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————––––––––––––——————————————————————————————Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––—————————————————————————————— Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 4 10001 Records Management FY2023 Goal 4 10002 San Mateo County Master Permit FY2023 Goal 2 31901 ADA Barrier Removal Ongoing Goal 3 Supporting Cooley Landing Site Use Agreements FY2022 Goal 2 & 4 Supporting Emergency/Disaster Preparedness Response and Recovery Plan FY2022 Goal 2 Supporting Fire Suppression Program: Review Staffing, Equipment and Training FY2023 Goal 3 Supporting Preserve Use Survey Implementation FY2022 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 6; project details are included in Section 3. Performance Metrics Strategic Plan Linkage Indicator FY20 Target FY20 Actuals FY21 Target FY22 Target Goal 1 Number of public meetings held per year 60 60 60 60 Budget Midpen Budget by Expenditure Category FY20 Actuals FY21 Adopted Budget FY22 Proposed Budget $ Change from FY21 Adopted Budget % Change from FY21 Adopted Budget General Manager Salaries and Benefits $1,671,937 $1,741,796 $1,855,225 $113,429 7% Services and Supplies 109,350 476,825 402,125 (74,700)- 16% Total Operating Expenditures 1,781,286 2,218,621 2,257,350 38,729 2% Total General Manger Expenditures $1,781,286 $2,218,621 $2,257,350 $38,729 2% 167Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Land and Facilities Services Department MISSION STATEMENT Improve, restore and maintain Midpen lands in a manner that ensures protection and stewardship of the lands, that provides public access to explore and enjoy the lands, and that is consistent with ecological values and public safety. Provide and maintain Midpen facilities and trails for public use, field and administrative facilities for staff use, and rentals. Manage grazing, agricultural and other facility leases to support Midpen’s mission. CORE FUNCTIONS——————————————————————————––––––––––––—————————————————————————————— Maintain and construct an enjoyable and sustainable trail system.——————————————————————————––––––––––––——————————————————————————————Provide in-the-field services to protect and restore natural resources.——————————————————————————––––––––––––—————————————————————————————— Protect public health and safety through fire prevention and safe access.——————————————————————————––––––––––––—————————————————————————————— Foster neighbor, partner, and jurisdictional-oversight agency relationships and engage in multi-stakeholder efforts to further Midpen goals.——————————————————————————––––––––––––——————————————————————————————Maintain Midpen facilities to ensure safety, comfort and the public’s enjoyment.——————————————————————————––––––––––––—————————————————————————————— Manage grazing, agricultural and other facility leases to further Midpen goals.——————————————————————————––––––––––––—————————————————————————————— Provide and maintain field and administrative facilities for staff use.——————————————————————————––––––––––––—————————————————————————————— Manage revenue-producing properties.——————————————————————————––––––––––––—————————————————————————————— Organizational Chart Land and Facilities Manager Senior Property Management Specialist Property Management Specialist II Property Management Specialist I Foothills Area Manager Administrative Assistant Maintenance Supervisors Equipment Mechanics/ Operators Open Space Technicians (Lead, Regular, and Seasonal) Farm Maintenance Worker Capital Field Projects Manager Maintenance Supervisors Equipment Mechanics/ Operators Open Space Technicians (Lead, Regular, and Seasonal) Skyline Area Manager Administrative Assistant Maintenance Supervisors Equipment Mechanics/ Operators Open Space Technicians (Lead, Regular, and Seasonal) Field Resource Specialist Facilities Maintenance Supervisor Facilities Maintenance Specialist Management Analyst II Modified Duty Staff Administrative Assistant 168 Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Staffing Levels Position FY18 Adopted FTE FY19 Amended FTE FY20 Adopted FTE FY21 Adopted FTE FY22 Proposed FTE Change from FY21 Modified Administrative Assistant 3 3 3 3 3 0 Area Manager 2 2 2 2 2 0 Capital Projects Field Manager 1 1 1 1 1 0 Equipment Mechanic/Operator 6 7 7 7 8 1 Facilities Maintenance Specialist 1 1 1 1 1 0 Facilities Maintenance Supervisor 1 1 1 1 1 0 Farm Maintenance Worker 1 1 1 1 1 0 Field Resource Specialist 0 0 0 0 1 1 Land and Facilities Manager 1 1 1 1 1 0 Lead Open Space Technician 6 6 7 7 7 0 Maintenance Supervisor 6 6 6 6 6 0 Management Analyst I/II 1 1 1 1 1 0 Open Space Technician 15 15 15 15 15 0 Property Management Specialist I/II 2 2 2 2 2 0 Seasonal Open Space Technician 8.3 8.3 8.3 8.3 8.3 0 Senior Property Management Specialist 1 1 1 1 1 0 Total FTE 55.3 56.3 57.3 57.3 59.3 2 169Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Land and Facilities Services aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————––––––––––––——————————————————————————————Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 4 61009 Russian Ridge–Bergman Residences Reconstruction FY2022 Goal 2 61010 Toto Ranch Well Drilling and Construction, Tunitas Creek FY2022 Goal 2 61014 Bear Creek Stables Road Drainage Repairs FY2023 Goal 2 & 4 61016 Burkhart Spring Construction FY2022 Goal 2 61017 Fuel Reduction Implementation FY2024 Goal 4 61020 Thornewood Residence Evaluation FY2023 Goal 2 & 4 61021 Toto Ranch North Water Line FY2023 Goal 2 61023 Los Gatos Creek Watershed–Wildland Fire Resiliency FY2025 Goal 2 61024 Lobitos Creek Fencing FY2024 Goal 3 & 4 61025 FFO Trail Bridge Replacements FY2023 Goal 4 61026 Quam Residence Road Repair FY2023 Goal 3 61027 Rancho San Antonio ADA Path to Deer Hollow Farm FY2025 Goal 3 MAA05-007 La Honda Creek Phase II Trail Connections FY2026 Goal 2 MAA05-011 Lone Madrone Ranch Fence Installation FY2023 Goal 3 MAA07-011 Phase II Loop Trails, Lower La Honda Creek OSP FY2023 Goal 3 & 4 MAA10-001 Alpine Road Regional Trail, Coal Creek FY2024 Goal 3 MAA16-001 Long Ridge Trail Connection to Eagle Rock and Devils Canyon FY2026 Goal 3 & 4 MAA21-011 Phase II Trail Improvements, Bear Creek Redwoods OSP FY2024 Goal 2 MAA22-001 Hendrys Creek Property Land Restoration FY2023 Goal 3 & 4 Supporting Bear Creek Stables Operator RFP/Lease FY2023 Goal 2 & 4 Supporting Fleet Transition Plan FY2022 Goal 3 Supporting Kennedy Trail Re-route FY2024 Goa 4 N/A Vehicle and Machinery/Equipment Purchases Ongoing For the full statement of Midpen’s Strategic Plan goals and objectives, see page 6; project details are included in Section 3. 170 Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Performance Metrics Strategic Plan Linkage Indicator FY20 Target FY20 Actuals FY21 Target FY22 Target Goal 3 Miles of single-track trail brushed annually 78 84 84 75 Goal 3 Miles of trails built annually 2 1.3 2 2 Budget Midpen Budget by Expenditure Category FY20 Actuals FY21 Adopted Budget FY22 Proposed Budget $ Change from FY21 Adopted Budget % Change from FY21 Adopted Budget Land and Facilities Salaries and Benefits $5,918,868 $6,599,123 $7,210,449 $611,326 9% Less: MAA Reimbursable Staff Costs (116,443)(216,175)(193,321)22,854 - 11% Net Salaries and Benefits 5,802,425 6,382,948 7,017,128 634,180 10% Services and Supplies 2,933,454 3,544,930 4,742,204 1,197,274 34% Total Operating Expenditures 8,735,879 9,927,878 11,759,332 1,831,454 18% Services and Supplies 12,838 62,200 77,200 15,000 24% Total Hawthorns Expenditures 12,838 62,200 77,200 15,000 24% General Fund Capital 810,663 1,247,845 1,656,925 409,080 33% Measure AA Capital 523,939 696,500 419,821 (276,679)- 40% Total Capital Expenditures 1,334,602 1,944,345 2,076,746 132,401 7% Total Land and Facilities Expenditures $10,083,319 $11,934,423 $13,913,278 $1,978,855 17% Ravenswood Open Space Preserve by Shai Dickman 171Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Natural Resources Department MISSION STATEMENT Protect and restore the natural diversity and integrity of Midpen’s resources for their value to the environment and the public and provide for the use of the preserves consistent with resource protection. CORE FUNCTIONS——————————————————————————––––––––––––—————————————————————————————— Plan, implement, and design projects to protect and restore the natural resources.——————————————————————————––––––––––––—————————————————————————————— Comply with the California Environmental Quality Act and resource agency regulation requirements.——————————————————————————––––––––––––—————————————————————————————— Work with other entities to obtain funding, plan for, and protect Midpen and regional natural resources.——————————————————————————––––––––––––——————————————————————————————Steward Midpen working landscapes to protect natural resource values and provide sustainable agricultural uses.——————————————————————————––––––––––––—————————————————————————————— Organizational Chart Natural Resources Manager Senior Resource Management Specialist Water Resources Specialist Management Analyst I Senior Resource Management Specialist IPM Coordinator Resource Management Specialist II Resource Management Specialist II Natural Resources Intern (Half-time) Senior Resource Management Specialist Resource Management Specialist II Resource Management Specialist II Natural Resources Intern (Half-time) 172 Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Staffing Levels Position FY18 Adopted FTE FY19 Amended FTE FY20 Adopted FTE FY21 Adopted FTE FY22 Proposed FTE Change from FY21 Modified Manager 1 1 1 1 1 0 Senior Resource Management Specialist 2 3 3 3 3 0 Resource Management Specialist III 1 0 0 0 0 0 Resource Management Specialist I/II 4 4 4 4 4 0 Water Resources Specialist 1 1 1 1 1 0 Management Analyst I/II 0 0 1 1 1 0 Integrated Pest Management Coordinator 1 1 1 1 1 0 Total FTE 10*10*11**11**11**0 *Not included in the FTE count are 2 Natural Resources Interns and a limited term Climate Resiliency Fellow. **Not included in the FTE count are 2 Natural Resources Interns. Natural Resource aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: Russian Ridge Open Space Preserve by Hongyan Liu 173Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Goal 1 Promote, establish, and implement a regional environmental protection vision with partners Goal 2 Protect the positive environmental values of open space and agricultural lands Goal 3 Connect people to open space and a regional environmental protection vision Goal 4 Strengthen organizational capacity and long-term financial sustainability to fulfill the mission Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 2 80003-10 Wildland Fire Resiliency Program FY2024 Goal 1 80034-44- 100000 Programmatic State and Federal Environmental Permitting FY2023 Goal 2 80054 Badger/Burrowing Owl Habitat Assessment FY2023 Goal 2 80058 Districtwide Aquatic Habitat Assessment and eDNA Collection FY2023 Goal 2 80059 Groundwater Well Decommissioning FY2024 Goal 1 80063 Districtwide Vegetation Mapping FY2023 Goal 2 80065 IPM Implementation of Santa Clara Valley Water District Grant FY2023 Goal 1 80066 Amah Mutsun Land Trust Native Garden FY2023 Goal 2 80069 Mountain Lion Collaring Effort Rancho San Antonio/Foothills Area Preserve FY2026 Goal 1 & 2 80070 Carbon Storage Study Pilot Project, San Gregorio Watershed FY2023 Goal 2 & 3 80071 Ecological Health and Biodiversity Monitoring FY2026 Goal 2 80072 Irish Ridge Restoration FY2028 Goal 2 80073 Lehigh Quarry Reclamation Plan Review FY2023 Goal 1 80074 Science Advisory Panel FY2024 Goal 2 MAA01-004 Remediation Plan and Ranch Debris Clean Up, Madonna Creek Ranch FY2023 Goal 2 MAA01-006 Madonna Creek Fish, Water Supply, and Bridge Replacement FY2026 Goal 2 MAA03-007 Purisima-to-the-Sea Habitat Enhancement and Water Supply Improvement Plan FY2023 Goal 2 MAA05-010 Restoration Forestry Demonstration Project FY2026 Goal 2 MAA07-008 Lower Turtle Pond Repair FY2025 Goal 1 MAA20-001 Wildlife Corridor: Highway 17 Crossing FY2024 Goal 1 & 2 MAA21-007 Bear Creek Redwoods Preserve Plan: Invasive Weed Treatment and Restoration FY2024 Goal 2 MAA21-010 Bear Creek Redwoods Landfill Characterization and Remediation FY2023 Goal 2 VP22-001 Alma Bridge Road Newt Mortality and Population Study FY2023 Goal 2 Supporting Agricultural Policy FY2023 Goal 2 & 4 Supporting Districtwide Wildlife Camera Program FY2025 Goal 2 Supporting Drought Response and Resiliency Plan FY2023 Goal 2 Supporting Marbled Murrelet Recovery FY2025 Goal 1 & 4 Supporting Mitigation Policy FY2022 Goal 2 Supporting Pescadero Sediment TMDL Implementation FY2026 Goal 2 Supporting Remediation of Planting Sites FY2024 Goal 2 & 3 Supporting Water Quality Monitoring Program FY2023 For the full statement of Midpen s Strategic Plan goals and objectives, see page 6; project details are included in Section 3. 174 Section 4 " Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Performance Metrics Strategic Plan Linkage Indicator FY20 Target FY20 Actuals FY21 Target FY22 Target Goal 1 Proportion of special status species managed: Enhance habitat for a majority of rare, threatened, or endangered plant and animal species found on Midpen lands 70%65%70%70% Goal 1 Acres managed: Enhance environmental quality by treating Midpen lands for invasive weeds, restoring degraded sites, and managing wildland fire fuels 70% of Acreage Specific in Annual IPM Plan 38% of Acreage Specific in Annual IPM Plan 70% of Acreage Specific in Annual IPM Plan 70% of Acreage Specific in Annual IPM Plan Budget Midpen Budget by Expenditure Category FY20 Actuals FY21 Adopted Budget FY22 Proposed Budget $ Change from FY21 Adopted Budget % Change from FY21 Adopted Budget Natural Resources Salaries and Benefits $1,543,549 $1,702,139 $1,778,648 $76,509 4% Less: MAA Reimbursable Staff Costs (15,003)(55,256)(91,919)(36,663)66% Net Salaries and Benefits 1,528,545 1,646,883 1,686,729 39,846 2% Services and Supplies 1,706,957 2,851,933 3,275,223 423,290 15% Total Operating Expenditures 3,235,503 4,498,816 4,961,952 463,136 10% General Fund Capital 37,968 95,000 161,000 66,000 69% Measure AA Capital 819,657 1,086,756 1,316,919 230,163 21% Total Capital Expenditures 857,625 1,181,756 1,477,919 296,163 25% Total Natural Resources Expenditures $4,093,128 $5,680,572 $6,439,871 $759,299 13% 175Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Planning Department MISSION STATEMENT Respecting the natural diversity and integrity of Midpen’s resources, work with and encourage public and private agencies to preserve, maintain and enhance open space; work cooperatively with other governmental agencies and community organizations to facilitate planning and development of recreation facilities and of public use; encourage public input and involvement in Midpen’s decision-making process and other activities; participate in the public review processes of land use plans of other agencies and development proposals that affect Midpen’s mission; and follow management policies for quality care of the land and provision of public access appropriate to the nature of the land, and consistent with ecological values and public safety. CORE FUNCTIONS——————————————————————————––––––––––––—————————————————————————————— Oversee and manage projects for public access, staff facilities and stewardship of cultural and historic resources through scoping, feasibility, programming early design, and land use permitting.——————————————————————————––––––––––––——————————————————————————————Provide ongoing planning support during final design, permitting and project construction.——————————————————————————––––––––––––—————————————————————————————— Develop and maintain current and long-range use and management plans, policies and procedures for Preserves.——————————————————————————––––––––––––—————————————————————————————— Comply with all applicable federal, state, and local codes and regulations, and permitting requirements for project planning and early design (e.g. California Environmental Quality Act, American for Disabilities Act, National Preservation Act, etc.).——————————————————————————––––––––––––—————————————————————————————— Seek partnership opportunities, new grant and other funding sources to further Midpen’s mission, Vision Plan, Strategic Plan goals and leverage Measure AA funding.——————————————————————————––––––––––––—————————————————————————————— Participate in long-term, multi-year regional planning and coordination efforts (e.g. San Francisco Bay Trail, Bay Area Ridge Trail, Juan Bautista de Anza National Historic Trail, etc.) for a regionally integrated approach to open space preservation and public access.——————————————————————————––––––––––––—————————————————————————————— Engage the public and partner agencies in Midpen’s planning activities.——————————————————————————––––––––––––—————————————————————————————— Plan and design signage for preserves and trails.——————————————————————————––––––––––––——————————————————————————————Review external planning activities and projects that may affect Midpen’s interests.——————————————————————————––––––––––––—————————————————————————————— Comply and document long-term mitigation and monitoring requirements for public access projects.——————————————————————————––––––––––––—————————————————————————————— Provide accessibility review of new public access improvement plans.——————————————————————————––––––––––––—————————————————————————————— Organizational Chart Planning Manager Administrative Assistant (shared with E&C) Senior Planner Planner I Senior Planner Planner IIPlanner III Senior Planner Planner III Planning Intern Planning InternPlanner I Planner II 176 Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Staffing Levels Position FY18 Adopted FTE FY19 Amended FTE FY20 Adopted FTE FY21 Adopted FTE FY22 Proposed FTE Change from FY21 Modified Manager 1 1 1 1 1 0 Senior Planner 2 2 2 3 3 0 Planner III 3 3 3 2 2 0 Planner I/II 4 4 4 4 4 0 Administrative Assistant*1 1 1 1 1 0 Total FTE 11 11 11 11 11**0 *Administrative Assistant is shared with Engineering and Construction but budgeted within the Planning Department. **Not included in the FTE count are 2 Planning Interns. Planning aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————––––––––––––—————————————————————————————— Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––—————————————————————————————— Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––——————————————————————————————Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 4 31902 Historic Resources Procedural Guide/Library FY2025 Goal 3 31903 Hwy 35 Multi-use Trail Crossing and Parking–Feasibility Study FY2023 Goal 3 31904 Purisima Preserve Multimodal Access Study FY2023 Goal 2 & 3 31905 Basic Policy Update FY2024 Goal 3 31906 Bear Creek Redwoods North Parking Area FY2024 Goal 3 31907 Johnston Ranch Loop Trail and Parking Area FY2026 Goal 3 MAA02-001 Cooley Landing Interpretative Facilities Design and Implementation FY2022 Goal 1 & 3 MAA03-005 Purisima-to-the-Sea Trail and Parking Area–Feasibility Study FY2023 Goal 1 & 3 MAA06-002 Hawthorns Area Plan FY2024 Goal 1 & 3 MAA20-002 Bay Area Ridge Trail: Highway 17 Crossing FY2026 Goal 3 VP05-002 La Honda Creek Parking and Trailhead Access–Feasibility Study FY2027 Goal 1 & 3 VP11-001 Rancho San Antonio (RSA) Multimodal Access – Priority 1 Implementation FY2023 Goal 3 Supporting Parking Area Naming Conventions FY2022 Goal 3 Supporting Regional Trails Planning and Coordination FY2025 Goal 3 Supporting Stevens Creek Trail Signage FY2022 Goal 3 Supporting Trail Information System FY2023 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 6; project details are included in Section 3. 177Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Performance Metrics Strategic Plan Linkage Indicator FY20 Target FY20 Actuals FY21 Target FY22 Target Goal 1 Number of projects leveraged with partnerships 90% of annual target (Target 3 projects) 100% (5 projects) 90% of annual target (Target 3 projects) 90% of annual target (Target 3 projects) Goal 3 % of planning milestones completed for a project 90% of annual target (Target 6 project milestones) 100% (6 milestones met) 90% of annual target (Target 6 project milestones) 90% of annual target (Target 6 project milestones) Budget Midpen Budget by Expenditure Category FY20 Actuals FY21 Adopted Budget FY22 Proposed Budget $ Change from FY21 Adopted Budget % Change from FY21 Adopted Budget Planning Salaries and Benefits $1,335,605 $1,611,040 $1,727,229 $116,189 7% Less: MAA Reimbursable Staff Costs (20,671)(44,749)(75,645)(30,896)69% Net Salaries and Benefits 1,314,934 1,566,291 1,651,584 85,293 5% Services and Supplies 138,893 455,611 674,783 219,172 48% Total Operating Expenditures 1,453,827 2,021,902 2,326,367 304,465 15% Hawthorns Capital 0 48,000 0 (48,000)- 100% Total Hawthorns Expenditures 0 48,000 0 (48,000)- 100% General Fund Capital 10,943 51,500 33,000 (18,500)- 36% Measure AA Capital 1,096,560 1,207,777 1,021,645 (186,132)- 15% Total Capital Expenditures 1,107,503 1,259,277 1,054,645 (204,632)- 16% Total Planning Expenditures $2,561,329 $3,329,179 $3,381,012 $51,833 2% 178 Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s El Corte de Madera Creek Open Space Preserve by David Anses 179Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Public Affairs Department MISSION STATEMENT Build trust by making clearly visible to the public the purposes and actions of Midpen, and actively encouraging public input and involvement in Midpen’s decision-making process and other activities. CORE FUNCTIONS——————————————————————————––––––––––––—————————————————————————————— Maximize public awareness and understanding of Midpen and its activities.——————————————————————————––––––––––––—————————————————————————————— Engage the public through outreach and communication efforts that educate and involve the community and expand Midpen’s capacity to reach diverse audiences.——————————————————————————––––––––––––——————————————————————————————Collect and evaluate constituent feedback and recommend action.——————————————————————————––––––––––––—————————————————————————————— Review and recommend legislation that affects and/or benefits Midpen’s ability to carry out its mission.——————————————————————————––––––––––––—————————————————————————————— Organizational Chart Staffing Levels Position FY18 Adopted FTE FY19 Amended FTE FY20 Adopted FTE FY21 Adopted FTE FY22 Proposed FTE Change from FY21 Modified Administrative Assistant 1 1 1 1 1 0 Governmental Affairs Specialist 1 1 1 1 1 0 Public Affairs Manager 1 1 1 1 1 0 Public Affairs Specialist I 1 1 1 1 0 -1 Public Affairs Specialist II 3 2 4 3 4 1 Total FTE 7*6**8 7 7**0 *Not included in the FTE count is 1 Public Affairs Intern. **Not included in the FTE count is 1 Public Affairs Intern and 1 limited term Public Affairs Specialist II. Public Affairs Manager Public Affairs Specialist II Government Affairs Specialist Public Affairs Specialist II Public Affairs Specialist II Public Affairs Specialist II Public Affairs Specialist II Public Affairs Intern Administrative Assistant 180 Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Public Affairs aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————––––––––––––——————————————————————————————Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––—————————————————————————————— Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 2 & 3 40013 50th Anniversary Public Events and Activities FY2023 Goal 3 & 4 Supporting Customer Relationship Management FY2023 Goal 1 & 4 Supporting Design-Build Legislation FY2023 Goal 3 Supporting Good Neighbor Policy Update FY2022 Goal 1 Supporting Nuisance Abatement Legislation FY2023 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 6; project details are included in Section 3. Performance Metrics Strategic Plan Linkage Indicator FY20 Target FY20 Actuals FY21 Target FY22 Target Goal 3 Total reach of Midpen communications channel outreach N/A N/A N/A 2 million Goal 3 Percentage of ideas pitched to media that become stories N/A N/A N/A 51% Goal 3 Percent of information requests/complaints answered within two business days 90%94%90%90% Goal 1 & 4 Percentage of governmental agency partners engaged N/A N/A N/A 80% Budget Midpen Budget by Expenditure Category FY20 Actuals FY21 Adopted Budget FY22 Proposed Budget $ Change from FY21 Adopted Budget % Change from FY21 Adopted Budget Public Affairs Salaries and Benefits $982,377 $967,506 $1,191,021 $223,515 23% Services and Supplies 499,831 889,381 1,204,292 314,911 35% Total Operating Expenditures 1,482,208 1,856,887 2,395,313 538,426 29% Total Public Affairs Expenditures $1,482,208 $1,856,887 $2,395,313 $538,426 29% 181Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Real Property Department MISSION STATEMENT Purchase or otherwise acquire interest in strategic open space land; connect Midpen open space lands with federal, state, county, city, and other protected open space lands, parklands and watershed lands. CORE FUNCTIONS——————————————————————————––––––––––––—————————————————————————————— Provide comprehensive land conservation planning and analysis to guide the land purchase program in coordination with other departments.——————————————————————————––––––––––––—————————————————————————————— Create and take advantage of opportunities to conserve a greenbelt of protected open space lands along the ridgelines, foothills and baylands.——————————————————————————––––––––––––—————————————————————————————— Provide technical assistance to protect and secure Midpen public open space property rights and interests (including fee and easement interests).——————————————————————————––––––––––––—————————————————————————————— Develop and strengthen neighbor, conservation partner and agency relationships to facilitate land conservation and protection.——————————————————————————––––––––––––—————————————————————————————— Organizational Chart Real Property Manager Senior Real Property Agent Planner III Real Property Specialist I/II Administrative Assistant El Corte de Madera Creek Open Space Preserve by David Y. Porter 182 Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Staffing Levels Position FY18 Adopted FTE FY19 Amended FTE FY20 Adopted FTE FY21 Adopted FTE FY22 Proposed FTE Change from FY21 Modified Manager 1 1 1 1 1 0 Senior Real Property Agent 1 1 1 1 1 0 Real Property Specialist I/II 1 1 1 1 1 0 Planner III 1 1 1 1 1 0 Administrative Assistant*1 1 1 1 1 0 Total FTE 5 5 5 5 5 0 *Administrative Assistant is shared with Natural Resources, but budgeted within the Real Property Department. Real Property aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————––––––––––––—————————————————————————————— Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––——————————————————————————————Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 1 & 3 20125 Cal-Water Land Exchange, Teague Hill Preserve FY2022 Goal 1 & 2 MAA01-005 Johnston Ranch Land Acquisition FY2022 Goal 1 & 3 MAA03-006 South Cowell Upland Land Conservation FY2022 Goal 1 VP08-001 Upper San Gregorio Land Conservation FY2022 Goal 1 VP08-002 Upper Alpine Creek Land Conservation FY2022 Goal 1 & 2 VP13-001 Cloverdale Ranch Land Opportunity FY2023 Goal 1 VP14-001 California Riding & Hiking Trails FY2023 Goal 1 & 2 VP15-001 Redwood Forest Land Opportunity FY2023 Goal 1 & 3 VP19-002 El Sereno Land Conservation FY2022 Goal 1 VP23-004 Mt. Umunhum Land Conservation FY2022 Goal 1 & 3 VP24-002 Valley Water Exchange Agreement at Rancho de Guadalupe Area of Sierra Azul Preserve FY2024 Goal 1 & 2 VP25-001 Sierra Azul Loma Prieta Land Conservation FY2022 Goal 1 VP25-003 Forest of Nisene Marks Connection FY2022 Goal 1 & 2 VP39-001 Lower San Gregorio Creek Watershed Land Conservation FY2023 Goal 1 & 3 N/A Districtwide purchase options and low-value Land Fund Ongoing Goal 1 & 4 Supporting Coastside Lands Management Plan FY2023 Goal 1 & 4 Supporting Land Conservation Guidance Document FY2022 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 6; project details are included in Section 3. 183Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Performance Metrics Strategic Plan Linkage Indicator FY20 Target FY20 Actuals FY21 Target FY22 Target Goal 1 Number of Preserves N/A 26 N/A N/A Goal 1 Land Conservation N/A 542.33 N/A N/A Goal 1 Total number of acres protected (preserved) N/A 64,469 N/A N/A Goal 2 Land Conservation Connectivity N/A Connectivity between Tunitas Creek Watershed and San Gregorio N/A N/A Goal 3 New Staff Facilities N/A N/A N/A N/A Goal 1 Coastal Service Plan–15 Year Land Acquisitions 100%11,647 100%100% Monte Bello Open Space Preserve by Michael Cappello 184 Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Budget Midpen Budget by Expenditure Category FY20 Actuals FY21 Adopted Budget FY22 Proposed Budget $ Change from FY21 Adopted Budget % Change from FY21 Adopted Budget Real Property Salaries and Benefits $662,259 $786,376 $810,192 $23,816 3% Services and Supplies 58,096 138,884 99,324 (39,560)- 28% Total Operating Expenditures 720,355 925,260 909,516 (15,744)- 2% General Fund Capital 99,150 440,000 634,000 194,000 44% Measure AA Capital 9,310,297 1,577,000 124,250 (1,452,750)- 92% Total Capital Expenditures 9,413,266 2,017,000 758,250 (1,258,750)- 62% Total Real Property Expenditures 10,133,621 2,942,260 1,667,766 (1,274,494)- 43% Long Ridge Open Space Preserve by Frances Freyburg 185Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Visitor Services Department MISSION STATEMENT Ensure protection and stewardship of the land and visitor safety, manage public access consistent with ecological values and public safety, and provide opportunities for enrichment of visitors through interpretation, environmental education, stewardship and volunteerism. CORE FUNCTIONS——————————————————————————––––––––––––—————————————————————————————— Protect public health and safety through proactive patrol and presence, enforcement of Midpen’s rules and regulations, fire protection, and emergency medical response.——————————————————————————––––––––––––——————————————————————————————Provide frontline public contact and services on Midpen lands.——————————————————————————––––––––––––—————————————————————————————— Manage the Volunteer and Interpretation and Education programs.——————————————————————————––––––––––––—————————————————————————————— Foster neighbor, partner, and public safety agency relationships and engage in collaborative efforts to further Midpen’s goals.——————————————————————————––––––––––––——————————————————————————————Manage conditional preserve use through an online permit system.——————————————————————————––––––––––––—————————————————————————————— Organizational Chart Visitor Services Manager and Chief Ranger Management Analyst II Administrative Assistant Modified Duty Staff Visitor Services Intern Foothill Area Superintendent Supervising Rangers Lead Rangers Rangers Ranger Aides Seasonal Rangers and Ranger Aides Skyline Area Superintendent Supervising Rangers Lead Rangers Rangers Ranger Aides Seasonal Rangers and Ranger Aides Volunteer Program Manager Volunteer Program LeadsInterpretation and Education Program Manager Program Coordinator Environmental Education Specialist Interpretation Specialist 186 Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Staffing Levels Position FY18 Adopted FTE FY19 Amended FTE FY20 Adopted FTE FY21 Adopted FTE FY22 Proposed FTE Change from FY21 Modified Administrative Assistant 1 1 1 1 1 0 Area Superintendents 2 2 2 2 2 0 Interpretation & Education Program Manager (formerly Docent Program Manager) 1 1 1 1 1 0 Program Coordinator (formerly Docent Program Coordinator) 1 1 1 1 1 0 Environmental Education Specialist 0 1 1 1 1 0 Interpretive Specialist 0 0 1 1 1 0 Lead Ranger 4 5 5 5 5 0 Ranger 19 19 19 19 20 1 Seasonal Ranger 0.95 0.95 0.95 0.95 0.95 0 Seasonal Ranger Aide 0.95 0.95 0.95 0.95 0.95 0 Supervising Ranger 5 5 5 5 5 0 Management Analyst I/II 1 1 1 1 1 0 Visitor Services Manager / Chief Ranger 1 1 1 1 1 0 Volunteer Program Manager 1 1 1 1 1 0 Volunteer Program Lead 2 2 2 2 2 0 Total FTE 39.9 41.9 42.9*42.9*43.9*1 *Not included in the FTE count is 1 Visitor Services Intern. Visitor Services aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 4 65407 Radio System Assessment and Upgrade FY2023 Goal 3 & 4 Supporting E-Bike Policy Evaluation (Paved Trails)FY2022 Goal 3 & 4 Supporting E-Bike Policy Evaluation (Unpaved Trails)FY2023 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 6; project details are included in Section 3. 187Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Performance Metrics Strategic Plan Linkage Indicator FY20 Target FY20 Actuals FY21 Target FY22 Target Goal 3 Annual number of Nature Center visitors 3,500 1,671 3,500 3,000 Goal 3 Number of permits issued 4,000 2,104 3,700 3,500 Goal 3 Number of stewardship volunteer hours 17,500 10,296 17,500 12,000 Goal 3 Number of interpretation and education docent hours 5,000 975 5,000 4,000 Budget Midpen Budget by Expenditure Category FY20 Actuals FY21 Adopted Budget FY22 Proposed Budget $ Change from FY21 Adopted Budget % Change from FY21 Adopted Budget Visitor Services Salaries and Benefits $5,211,745 $5,690,801 $6,123,818 $433,017 8% Services and Supplies 710,936 720,447 667,440 (53,007)-7% Total Operating Expenditures 5,922,680 6,411,248 6,791,258 380,010 6% General Fund Capital 54,788 0 1,178,212 1,178,212 Total Operating Expenditures 54,788 0 1,178,212 1,178,212 Total Visitor Services Expenditures $5,977,468 $6,411,248 $7,969,470 $1,558,222 24% Fremont Older Open Space Preserve by Larry Klein 188 Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Picchetti Ranch Open Space Preserve by Saskia Marchant 189Section 4 • Budget and Action Plan FY22 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Vision Plan Actions Overview # VISION PLAN ACTION——————————————————————————––––––––––––———————————————————————————————— 01 Miramontes Ridge: Gateway to the San Mateo Coast Public Access, Stream Restoration, and Agriculture Enhancement Projects——————————————————————————––––––––––––———————————————————————————————— 02 Regional: Bayfront Habitat Protection and Public Access Partnerships——————————————————————————––––––––––––———————————————————————————————— 03 Purisima Creek Redwoods: Purisima-to-Sea Trail Completion, Watershed Protection, and Conservation Grazing Projects——————————————————————————––––––––––––———————————————————————————————— 04 El Corte de Madera Creek: Bike Trail and Water Quality Projects——————————————————————————––––––––––––———————————————————————————————— 05 La Honda Creek: Upper Area Recreation, Habitat Restoration, and 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——————————————————————————––––––––––––———————————————————————————————— 190 Vision Plan Actions Overview • Budget and Action Plan FY22 Vi s i o n P l a n A c t i o n s O v e r v i e w # VISION PLAN ACTION——————————————————————————––––––––––––———————————————————————————————— 26 Pulgas Ridge: Regional and Neighborhood Trail Extensions——————————————————————————––––––––––––———————————————————————————————— 27 Miramontes Ridge/Purisima Creek Redwoods: Coastside Environmental Education Partnerships——————————————————————————––––––––––––———————————————————————————————— 28 Miramontes Ridge/Purisima Creek Redwoods: Mills Creek /Arroyo Leon Watershed Protection, Stream Restoration, and Regional Trail Connections——————————————————————————––––––––––––———————————————————————————————— 29 Regional: Advocate to Protect Coastal Vistas of North San Mateo County Coast——————————————————————————––––––––––––———————————————————————————————— 30 Regional: Support California Coastal Trail——————————————————————————––––––––––––———————————————————————————————— 31 Miramontes Ridge/Purisima Creek Redwoods: Fire Management and Risk Reduction——————————————————————————––––––––––––———————————————————————————————— 32 Tunitas Creek: Additional Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––———————————————————————————————— 33 Purisima Creek Redwoods: Parking and Repair Projects——————————————————————————––––––––––––———————————————————————————————— 34 Teague Hill: West Union Creek Watershed Restoration Partnership——————————————————————————––––––––––––———————————————————————————————— 35 Peninsula and South Bay Cities: Major Roadway Signage——————————————————————————––––––––––––———————————————————————————————— 36 Regional: Collaborate to Restore San Francisquito Creek Fish Habitat——————————————————————————––––––––––––———————————————————————————————— 37 Peninsula and South Bay Cities: San Francisquito Creek Restoration Partnership——————————————————————————––––––––––––———————————————————————————————— 38 Ravenswood: Cooley Landing Nature Center Partnership——————————————————————————––––––––––––———————————————————————————————— 39 La Honda Creek/El Corte de Madera Creek: San Gregorio Watershed and Agriculture Preservation Projects——————————————————————————––––––––––––———————————————————————————————— 40 Regional: San Andreas Fault Interpretive Trail Program——————————————————————————––––––––––––———————————————————————————————— 41 Rancho San Antonio: Hidden Villa Access and Preservation Projects——————————————————————————––––––––––––———————————————————————————————— 42 Regional: Advocate to Protect Coastal Vistas of South San Mateo County Coast——————————————————————————––––––––––––———————————————————————————————— 43 Lower Pomponio Creek: Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––———————————————————————————————— 44 Lower Pescadero Creek: Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––———————————————————————————————— 45 Skyline Subregion: Fire Management and Forest Restoration Projects——————————————————————————––––––––––––———————————————————————————————— 46 Skyline Ridge: Education Facilities, Trails, and Wildlife Conservation Projects——————————————————————————––––––––––––———————————————————————————————— 47 Monte Bello: Campfire Talks and Habitat Projects——————————————————————————––––––––––––———————————————————————————————— 48 Gazos Creek Watershed: Redwood Preservation, Long-distance Trails, Fish Habitat Improvements——————————————————————————––––––––––––———————————————————————————————— 49 Saratoga Gap: Stevens Canyon Ranch Family Food Education Projects——————————————————————————––––––––––––———————————————————————————————— 50 Picchetti Ranch: Family Nature Play Program——————————————————————————––––––––––––———————————————————————————————— 51 Fremont Older: Historic Woodhills Restoration and Overall Parking Improvements——————————————————————————––––––––––––———————————————————————————————— 52 Peninsula and South Bay Cities: Los Gatos Creek Trail Connections——————————————————————————––––––––––––———————————————————————————————— 53 Sierra Azul: Expand Access in the Kennedy-Limekiln Area——————————————————————————––––––––––––———————————————————————————————— 54 Sierra Azul: Fire Management——————————————————————————––––––––––––———————————————————————————————— 191Vision Plan Actions Overview • Budget and Action Plan FY22 Vi s i o n P l a n A c t i o n s O v e r v i e w Glossary TERM DESCRIPTION——————————————————————————––––––––––––———————————————————————————————— Accrual An expense which is outstanding at the end of a financial period and which needs to be included in the accounting results for the period.——————————————————————————––––––––––––———————————————————————————————— ACOE U.S. Army Corps of Engineers——————————————————————————––––––––––––———————————————————————————————— Action Plan The work plan that includes all of the projects and key initiatives that Midpen pursues.——————————————————————————––––––––––––———————————————————————————————— ADA Americans with Disabilities Act——————————————————————————––––––––––––———————————————————————————————— Adopted Budget The adopted budget is Midpen’s annual fiscal plan, which is approved by the board of directors. The adopted budget establishes the legal authority for the expenditure of funds, as created by the appropriation resolution. The adopted budget includes all reserves, transfers, allocations, supplemental appropriations and other legally authorized legislative and executive changes.——————————————————————————––––––––––––———————————————————————————————— AGM Assistant General Manager——————————————————————————––––––––––––———————————————————————————————— Americans with Disabilities Act The ADA is a civil rights law that prohibits discrimination against individuals with disabilities in all areas of public life, including all public and private places that are open to the general public.——————————————————————————––––––––––––———————————————————————————————— Annual Report Comprehensive Annual Financial Report——————————————————————————––––––––––––———————————————————————————————— AO Administrative Office (Midpen headquarters)——————————————————————————––––––––––––———————————————————————————————— AP Accounts Payable——————————————————————————––––––––––––———————————————————————————————— Appropriation A legal authorization granted by the board of directors to make expenditures and to incur obligations for specific purposes. An appropriation usually is limited in amount and to the time in which it may be expended.——————————————————————————––––––––––––———————————————————————————————— Audit An official examination and verification of accounts and records, especially of financial accounts.——————————————————————————––––––––––––———————————————————————————————— Balanced Budget A budget in which expenses do not exceed revenues. Specifically, resources, including estimated revenue and other sources such as bond proceeds, transfers in and approved fund balances/net assets, meet or exceed uses, including appropriations and transfers out.——————————————————————————––––––––––––———————————————————————————————— Basis of Accounting Basis of accounting refers to when revenues and expenditures are recognized in the accounts and reported in the financial statements. Government-wide financial statements are prepared using the modified accrual basis of accounting. Budgets are developed using the cash-basis of accounting.——————————————————————————––––––––––––———————————————————————————————— BCR Bear Creek Redwoods (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.——————————————————————————––––––––––––———————————————————————————————— 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.——————————————————————————––––––––––––———————————————————————————————— 192 Glossary • Budget and Action Plan FY22 Gl o s s a r y TERM DESCRIPTION——————————————————————————––––––––––––———————————————————————————————— CalPERS California Public Employee Retirement System——————————————————————————––––––––––––———————————————————————————————— CAPEX Capital expenditures——————————————————————————––––––––––––———————————————————————————————— Capital Budget Expenditures that are used to improve Midpen’s infrastructure and assets of the District.——————————————————————————––––––––––––———————————————————————————————— Capital Improvement Midpen’s Capital Improvement Program and Action Plan for project and program and Action Plan delivery——————————————————————————––––––––––––———————————————————————————————— Capital Improvement Program A multiyear plan for capital expenditures, with details on anticipated annual expenditures and information about the resources estimated to be available to finance the projected expenditures.——————————————————————————––––––––––––———————————————————————————————— Capitalized Expenditures Expenditures resulting in the acquisition and/or construction of fixed assets, such as land, land improvements, infrastructure and equipment.——————————————————————————––––––––––––———————————————————————————————— Cash basis Cash basis is a method of recording accounting transactions for revenue and expenses only when the corresponding cash is received, or payments are made.——————————————————————————––––––––––––———————————————————————————————— CDFW California Department of Fish and Wildlife——————————————————————————––––––––––––———————————————————————————————— CEQA California Environmental Quality Act——————————————————————————––––––––––––———————————————————————————————— CFO Chief Financial Officer——————————————————————————––––––––––––———————————————————————————————— CIAP Capital Improvement and Action Plan——————————————————————————––––––––––––———————————————————————————————— CIP Capital Improvement Program/Project——————————————————————————––––––––––––———————————————————————————————— Debt Service Debt 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.——————————————————————————––––––––––––———————————————————————————————— District Generally refers to the geographic boundaries of the Midpeninsula Regional Open Space District.——————————————————————————––––––––––––———————————————————————————————— E&C Engineering and Construction (Department)——————————————————————————––––––––––––———————————————————————————————— eDNA Environmental DNA——————————————————————————––––––––––––———————————————————————————————— EIR Environmental Impact Report——————————————————————————––––––––––––———————————————————————————————— EIS Environmental Impact Statement——————————————————————————––––––––––––———————————————————————————————— Encumbrances Commitments for unperformed contracts for goods and services.——————————————————————————––––––––––––———————————————————————————————— 193Glossary • Budget and Action Plan FY22 Gl o s s a r y TERM DESCRIPTION——————————————————————————––––––––––––———————————————————————————————— Enterprise Resource Planning An ERP management information system integrates areas such as purchasing, finance, and human resources.——————————————————————————––––––––––––———————————————————————————————— Environmental DNA DNA that is collected from a variety of environmental samples such as soil, seawater, or even air rather than directly sampled from an individual organism. This method allows for biomonitoring without requiring collection of the living organism, creating the ability to study organisms that are invasive, elusive, or endangered without introducing anthropogenic stress on the organism.——————————————————————————––––––––––––————————————————————————————————ERP Enterprise Resource Planning——————————————————————————––––––––––––———————————————————————————————— ESRI GIS software——————————————————————————––––––––––––———————————————————————————————— Fiscal Year A 12-month period to which the annual operating budget applies and at the end of which Midpen determines its financial position and the results of its operations. Midpen’s fiscal year is from July 1 through June 30 and is shown as FY22 to indicate fiscal year ending June 30, 2022.——————————————————————————––––––––––––———————————————————————————————— Fixed Assets Land and other long-lived assets, such as buildings, improvements, vehicles/ equipment, with a value greater than the capitalization amount, stated in the Midpen’s Capital Asset and Inventory Control Policy. In 2009 the policy was updated to capitalize vehicles/equipment with a cost exceeding $25,000, and improvements/infrastructure with a cost exceeding $100,000.——————————————————————————––––––––––––———————————————————————————————— FOSM The Financial and Organizational Sustainability Model is a comprehensive report that provides Midpen with recommendation on strengthening organizational capacity to fulfill its mission of land preservation, natural resource protection, and public access and education.——————————————————————————––––––––––––———————————————————————————————— FTE Full Time Equivalent——————————————————————————––––––––––––————————————————————————————————Full-Time Equivalent Measure of dedicated staff. One FTE is equivalent to 2080 hours of work per year. Some positions are part-time and are budgeted based on hours that are then converted to a full-time equivalent of a position.——————————————————————————––––––––––––———————————————————————————————— Fund Midpen’s accounts are organized on the basis of funds, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenues and expenditures. Governmental resources are allocated to, and accounted for, in individual funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled.——————————————————————————––––––––––––———————————————————————————————— Fund Balance Fund balance is the difference between governmental fund assets and fund liabilities.——————————————————————————––––––––––––———————————————————————————————— Funds Different revenue sources used for specific purposed dependent on the type of Midpen activity.——————————————————————————––––––––––––————————————————————————————————FY Fiscal Year——————————————————————————––––––––––––———————————————————————————————— GAAP Generally Accepted Accounting Principles——————————————————————————––––––––––––———————————————————————————————— GASB Governmental Accounting Standards Board——————————————————————————––––––––––––———————————————————————————————— General Fund Midpen’s main governmental operating fund. The General Fund is primarily used to fund personnel costs, routine operational and maintenance expenses, and debt service.——————————————————————————––––––––––––———————————————————————————————— General Obligation Bond GO Bond is a local governmental debt issue that is secured by a broad government pledge to use its tax revenues to repay the bond holders.——————————————————————————––––––––––––———————————————————————————————— 194 Glossary • Budget and Action Plan FY22 Gl o s s a r y TERM DESCRIPTION——————————————————————————––––––––––––———————————————————————————————— Generally Accepted Uniform standards and guidelines for financial accounting and reporting. Accounting Principles——————————————————————————––––––––––––———————————————————————————————— GFOA Government Finance Officers Association——————————————————————————––––––––––––————————————————————————————————GHG Greenhouse gas——————————————————————————––––––––––––———————————————————————————————— GIS Geographic Information System——————————————————————————––––––––––––———————————————————————————————— GL or G/L General Ledger——————————————————————————––––––––––––———————————————————————————————— GM General Manager——————————————————————————––––––––––––————————————————————————————————GO General Obligation (bonds)——————————————————————————––––––––––––———————————————————————————————— Grants Contributions or gifts of cash or other assets to/from another government agency, foundation or private entity, to be used for a specific purpose.——————————————————————————––––––––––––———————————————————————————————— Hawthorn Endowment This fund may only be used for expenses required to maintain the Hawthorn property. Includes both operating and capital expenditures.——————————————————————————––––––––––––———————————————————————————————— HR Human Resources (Department)——————————————————————————––––––––––––———————————————————————————————— IST Information Systems Technology (Department)——————————————————————————––––––––––––———————————————————————————————— L&F Land and Facilities (Department)——————————————————————————––––––––––––————————————————————————————————MAA Measure AA——————————————————————————––––––––––––———————————————————————————————— Major Fund Funds whose revenues, expenditures/expenses, assets, or liabilities (excluding extraordinary items) are at least 10 percent of corresponding totals for all governmental or enterprise funds and at least 5 percent of the aggregate amount for all governmental and enterprise funds.——————————————————————————––––––––––––———————————————————————————————— Measure AA Voter-approved general obligation bond to be used on improvement projects to deliver the 25 Project Portfolios included in the bond measure.——————————————————————————––––––––––––———————————————————————————————— Midpen Midpeninsula Regional Open Space District——————————————————————————––––––––––––————————————————————————————————Modified Accrual The accrual basis of accounting is an accounting method which recognizes expenses at the time a liability is incurred. Under the modified accrual basis of accounting, expenditures are generally recognized in the accounting period in which the related fund liability is incurred, but debt service expenditures are recorded only when payment is due.——————————————————————————––––––––––––———————————————————————————————— New World System An ERP management information system with features and functionality to support local government administration.——————————————————————————––––––––––––———————————————————————————————— NR Natural Resources (Department)——————————————————————————––––––––––––————————————————————————————————NWS New World System——————————————————————————––––––––––––———————————————————————————————— OPEB Other Post-Employment Benefits——————————————————————————––––––––––––———————————————————————————————— Operating Budget Projects costs for Salaries and Benefits, and Services and Supplies.——————————————————————————––––––––––––———————————————————————————————— OPEX Operational expenditures——————————————————————————––––––––––––————————————————————————————————OSP Open Space Preserve——————————————————————————––––––––––––———————————————————————————————— PA Public Affairs (Department)——————————————————————————––––––––––––———————————————————————————————— Peninsula Open Space Trust A private land trust supporting land conservation in San Mateo, Santa Clara and Santa Cruz counties.——————————————————————————––––––––––––———————————————————————————————— 195Glossary • Budget and Action Plan FY22 Gl o s s a r y TERM DESCRIPTION——————————————————————————––––––––––––———————————————————————————————— PL Planning (Department)——————————————————————————––––––––––––———————————————————————————————— PNR Planning and Natural Resources (Midpen project review committee)——————————————————————————––––––––––––———————————————————————————————— POST Peninsula Open Space Trust——————————————————————————––––––––––––————————————————————————————————Projected The projected amount of expenditures and/or revenues for Midpen, before the account books have been closed for the fiscal year and a financial audit has been conducted.——————————————————————————––––––––––––———————————————————————————————— Property Tax The tax is imposed on real property and is based on the value of the property. It is collected by San Mateo and Santa Clara counties within Midpen’s boundary.——————————————————————————––––––––––––———————————————————————————————— Proprietary Funds Used to account for activities that are similar to activities that may be performed by a commercial enterprise. The purpose of the proprietary fund is to provide a service or product at a reasonable cost. Midpen’s only proprietary funds are internal service funds.——————————————————————————––––––––––––———————————————————————————————— Reimbursements Repayments of amounts remitted on behalf of another fund or agency.——————————————————————————––––––––––––———————————————————————————————— Reserve (1) An account used to earmark a portion of fund balance to indicate that it is not appropriate for expenditure; and (2) an account used to earmark a portion of fund equity as legally segregated for a specific future use.——————————————————————————––––––––––––———————————————————————————————— Reserved Fund Balance The portion of fund balance that is not available to finance expenditures of the subsequent accounting period, including items such as encumbrances, inventory, prepaid items, and notes receivable.——————————————————————————––––––––––––————————————————————————————————Resources Total revenue, inter-departmental charges and bond proceeds budgeted for the fiscal year.——————————————————————————––––––––––––———————————————————————————————— Revenue The amount of funds received by Midpen from taxes, fees, rental income, interest, intergovernmental sources, and other sources during the fiscal year.——————————————————————————––––––––––––————————————————————————————————RFB Request for Bid——————————————————————————––––––––––––———————————————————————————————— RFP Request for Proposal——————————————————————————––––––––––––———————————————————————————————— RFPQ Request For Proposal Quote/Qualifications——————————————————————————––––––––––––———————————————————————————————— Risk Management Management efforts to protect Midpen from potential claims, including the avoidance of accidental loss or minimization of consequences if loss does occur.——————————————————————————––––––––––––———————————————————————————————— RP Real Property (Department)——————————————————————————––––––––––––———————————————————————————————— RWQCB San Francisco Bay Regional Water Quality Control Board——————————————————————————––––––––––––———————————————————————————————— Sinking Fund A fund formed by periodically setting aside money for the gradual repayment of a debt or replacement of a wasting asset.——————————————————————————––––––––––––———————————————————————————————— SOD Sudden Oak Death——————————————————————————––––––––––––———————————————————————————————— Sudden Oak Death A non-native plant disease infecting forests of many coastal California counties. The disease is caused by the microscopic pathogen Phytophthora ramoru.——————————————————————————––––––––––––————————————————————————————————Tranche A portion of something, especially money.——————————————————————————––––––––––––———————————————————————————————— Valley Water Valley Water, formerly known as Santa Clara Valley Water District or the SCVWD——————————————————————————––––––––––––———————————————————————————————— VS Visitor Services (Department)——————————————————————————––––––––––––———————————————————————————————— YTD Year-To-Date——————————————————————————––––––––––––———————————————————————————————— 196 Glossary • Budget and Action Plan FY22 Gl o s s a r y Purisima Creek Redwoods Open Space Preserve by Bobby Wheelock 197Budget and Action Plan FY22 Russian Ridge Open Space Preserve by Emily Debner Midpeninsula Regional Open Space District 330 Distel Circle Los Altos, California 94022-1404 650-691-1200 info@openspace.org openspace.org PRINTED ON POST CONSUMER WASTE PAPER