HomeMy Public PortalAboutResolution - 21-18- 20210609 - FY22 BudgetRESOLUTION NO. 21-18
RESOLUTION OF THE BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ADOPTING THE
BUDGET FOR THE FISCAL YEAR ENDING JUNE 30, 2022 AND THE
CAPITAL IMPROVEMENT AND ACTION PLAN 2022-2024
WHEREAS, the Board of Directors of the Midpeninsula Regional Open Space District
desires to establish a Budget for the Fiscal Year Ending June 30, 2022 (Exhibit A — FY22 Budget
and Action Plan); and
WHEREAS, the Board of Directors of the Midpeninsula Regional Open Space District
desires to establish a Capital Improvement and Action Plan, which addresses the following
program areas: Land Acquisition and Preservation; Natural Resources Protection and
Restoration; Public Access, Education, and Outreach; and Assets and Organizational Support
(Exhibit A — Section 3).
NOW, THEREFORE, the Board of Directors of the Midpeninsula Regional Open Space
District does resolve as follows:
SECTION ONE. Adopt the budget for the Midpeninsula Regional Open Space District
for the Fiscal Year Ending June 30, 2022 (FY22), a complete copy of which is attached hereto as
Exhibit A, summarized as follows:
DISTRICT BUDGET BY FUND
FY22 PROPOSED BUDGET
Fund 10 — General Fund Operating
$41,413,605
Fund 20 — Hawthorns
$124,500
Fund 30 — MAA Capital
$8,697,439
Fund 40 — General Fund Capital
$23,360,120
Fund 50 — Debt Service
$16,044,888
TOTAL
$89,640,552
SECTION TWO. Adopt the proposed Capital Improvement and Action Plan 2022-
2024.
SECTION THREE. The projects scheduled for implementation for the Fiscal Year
Ending June 30, 2022 shall be included in the Capital and Operating Budget of the District's
Proposed Budget for Fiscal Year 2021-22.
SECTION FOUR. The following transfers are approved and the General Manager or
designee is authorized to implement said transfers during the Fiscal Year Ending June30, 2022:
$300,000 from the General Fund Unassigned Fund Balance to the Committed for Promissory
Note Fund and $650,000 from the General Fund Unassigned Fund Balance to the Committed for
Future Acquisitions & Capital Projects.
SECTION FIVE. Monies are hereby appropriated in accordance with said budget.
* * * * * * * * * * * * * * * * * * * *
Rcsuluuoosl2021/21-18FY22Budge
1
PASSED AND ADOPTED by the Board of Directors of the Midpeninsula Regional
Open Space District on June 9, 2021 at a regular meeting thereof, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
CYR, HASSETT, HOLMAN, KERSTEEN-TUCKER, KISHIMOTO, RIFFLE,
SIEMENS
NONE
NONE
NONE
ATTEST: APPROVE
Larry ssett, Secretary Curt Riffle, President
Bo of Directors
Board of Directors
APPROVED AS TO FORM:
Hilary teve on, General Counsel
I, the District Clerk of the Midpeninsula Regional Open Space District, hereby certify
that the above is a true and correct copy of a resolution duly adopted by the Board of Directors
of the Midpeninsula Regional Open Space District by the above vote at a meeting thereof duly
held and called on the above day.
oodworth, District Clerk
Resolutions 201I!2I-18 FY22Budget
2
Budget and Action Plan
—————————————————————————————————————————————————————————
FISCAL YEAR ENDING JUNE 30, 2022
ADOPTED JUNE XX, 2021
EXHIBIT A
Sierra Azul Open Space Preserve by Karl Gohl
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
EXHIBIT A
1Section 1 • Budget and Action Plan FY22
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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 Summar y and Overview
18 Revenues
20 Expenditures
24 Staffing
28 Hawthorns Fund
29 Measure AA Projects
31 Vision Plan
33 Debt Ser vice
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 Over view
51 Land Acquisition and Preser vation
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 Ser vices
160 Engineering and Construction
164 Office of the General Counsel
166 Office of the General Manager
168 Land and Facilities Ser vices
172 Natural Resources
176 Planning
180 Public Affairs
182 Real Property
186 Visitor Services
190 VISION PLAN ACTIONS OVERVIEW
192 GLOSSARY
EXHIBIT A
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.
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2 Section 1 • Budget and Action Plan FY22
EXHIBIT A
3Section 1 • Budget and Action Plan FY22
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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
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4 Section 1 • Budget and Action Plan FY22
Board of Directors and Management
Executive Management
Ana María Ruiz–General Manager
Hilary Stevenson–General Counsel
Mike Foster–Controller
Susanna Chan–Assistant General Manager/Project Planning and Delivery
Brian Malone–Assistant General Manager/Visitor and Field Services
Stefan Jaskulak–Chief Financial Officer/Director of Administrative Services
Mission Statement——————————————————————————––––––––––––——————————————————————————————
To acquire and preserve a regional greenbelt of open space land in perpetuity, protect and restore the
natural environment, and provide opportunities for ecologically sensitive public enjoyment and education.
Coastside Protection Mission Statement——————————————————————————––––––––––––——————————————————————————————
To acquire and preserve in perpetuity open space land and agricultural land of regional significance,
protect and restore the natural environment, preserve rural character, encourage viable agricultural use
of land resources, and provide opportunities for ecologically sensitive public enjoyment and education.
District Wards Left to right: Zoe Kersteen-Tucker, Curt Riffle, Yoriko Kishimoto, Jed Cyr, Karen Holman, Larry
Hassett, Pete Siemens.
——————————————————————————––––––––––––————————————————————————————————
Pete Siemens Ward 1: Cupertino, Los Gatos, Monte Sereno, Saratoga——————————————————————————––––––––––––————————————————————————————————
Yoriko Kishimoto–Board Treasurer Ward 2: Cupertino, Los Altos, Los Altos Hills, Palo Alto, Stanford, Sunnyvale ——————————————————————————––––––––––––————————————————————————————————
Jed Cyr Ward 3: Sunnyvale ——————————————————————————––––––––––––————————————————————————————————
Curt Riffle–Board 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——————————————————————————––––––––––––————————————————————————————————
EXHIBIT A
5Section 1 • Budget and Action Plan FY22
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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
Visitor and Field Services
Assistant General Manager
Finance and Administrative
Services
CFO-Director of
Administrative Services
Project Planning and Delivery
Assistant General Manager
Visitor
Services
Department
Land and
Facilities
Department
Natural
Resources
Department
Planning
Department
Real
Property
Department
Engineering
and
Construction
Department
Budget and
Analysis
Department
Information
Systems and
Technology
Department
Finance
Department
Human
Resources
Department
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6 Section 1 • Budget and Action Plan FY22
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——————————————————————————––––––––––––——————————————————————————————
EXHIBIT A
7Section 1 • Budget and Action Plan FY22
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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.
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8 Section 1 • Budget and Action Plan FY22
Regional Map
EXHIBIT A
9Section 1 • Budget and Action Plan FY22
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About Us
Midpen helps plants, animals and people thrive throughout the greater Santa Cruz Mountains region by preserving
a connected greenbelt of 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
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10 Section 1 • Budget and Action Plan FY22
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.
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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
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12 Section 1 • Budget and Action Plan FY22
Resolution No. 21-XX
To be replaced by this year’s Resolutions.
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To be replaced by this year’s Resolutions.
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Government Finance Officers Association of the United States and Canada presented a Distinguished Budget
Presentation Award to Midpeninsula Regional Open Space District, California, for its annual budget for 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.
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15Section 2 • Budget and Action Plan FY22
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Budget Summary and Overview
Rancho San Antonio Open Space Preserve by Chris Chung
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16 Section 2 • Budget and Action Plan FY22
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%.
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17Section 2 • Budget and Action Plan FY22
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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
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18 Section 2 • Budget and Action Plan FY22
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
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19Section 2 • Budget and Action Plan FY22
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The following graph depicts the historical and projected trend for General Fund property tax revenues (excluding
MAA ad valorem levy for debt service).
Property Tax Trend
(in millions)
$ 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.
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20 Section 2 • Budget and Action Plan FY22
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%)
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21Section 2 • Budget and Action Plan FY22
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 Repairs, Restoration Forestry
Demonstration, Billingsley Property Site Cleanup, Purisima-to-the-Sea Trail and Parking Area, and La Honda Creek
Phase II Trail Connections.
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22 Section 2 • Budget and Action Plan FY22
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 30:
Measure AA
Capital
Fund 50:
Debt Service
AssignedRestricted
Fund 40:
General Fund
Capital
Fund 10:
General Fund
Operating
Fund 20:
Hawthorns
Unassigned
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23Section 2 • Budget and Action Plan FY22
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%
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24 Section 2 • Budget and Action Plan FY22
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.
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25Section 2 • Budget and Action Plan FY22
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
EXHIBIT A
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.
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26 Section 2 • Budget and Action Plan FY22
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27Section 2 • Budget and Action Plan FY22
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).
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28 Section 2 • Budget and Action Plan FY22
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
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29Section 2 • Budget and Action Plan FY22
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
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30 Section 2 • Budget and Action Plan FY22
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.
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31Section 2 • Budget and Action Plan FY22
Vision Plan
Through a comprehensive community engagement process and a thorough resource assessment, Midpen developed
54 priority action portfolios focused on the various legs of the mission: land protection, habitat restoration, low-
intensity recreation, and support of local agriculture. These were prioritized by the public and approved by
Midpen’s Board of Directors in January 2014 as a slate of 25 high-priority project portfolios (now identified as
MAA portfolios) and 29 additional portfolios to be completed as time and resources allow.
Vision Plan Goals ——————————————————————————––––––––––––——————————————————————————————
1. Outdoor Recreation and Healthy Living: Provide accessible open space lands for recreation and outdoor
exercise in nature.——————————————————————————––––––––––––——————————————————————————————
2. Cultural and Scenic Landscape Preser vation: Conserve the area’s scenery and rich history; provide places for
escape and quiet enjoyment.——————————————————————————––––––––––––——————————————————————————————
3. Healthy Nature: Take care of the land, air, water and soil so that plants and animals thrive and people can
receive nature’s benefits.——————————————————————————––––––––––––——————————————————————————————
4. Connecting with Nature and Each Other: Provide opportunities for people to learn about and appreciate the
natural environment and to connect with nature and each other.——————————————————————————––––––––––––——————————————————————————————
5. Viable Working Lands: Provide viable working lands that reflect our agricultural heritage and provide food
and jobs.——————————————————————————––––––––––––——————————————————————————————
The 54 priority actions portfolios identified in the Vision Plan were separated into two tiers.
Tier 1 represents the top 25 priority actions identified in the Vision Plan (see previous page for a full list of MAA
portfolios).
Tier 2 includes longer-term priority
actions as identified in the Vision
Plan.
This map identifies the location
of both Tier 1 and Tier 2 priority
actions, followed by a list of Tier
2 action locations and names.
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32 Section 2 • Budget and Action Plan FY22
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
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33Section 2 • Budget and Action Plan FY22
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.
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34 Section 2 • Budget and Action Plan FY22
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
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35Section 2 • Budget and Action Plan FY22
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.
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36 Section 2 • Budget and Action Plan FY22
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
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
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37Section 2 • Budget and Action Plan FY22
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
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38 Section 2 • Budget and Action Plan FY22
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.
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.
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39Section 2 • Budget and Action Plan FY22
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
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40 Section 2 • Budget and Action Plan FY22
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.
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41Section 2 • Budget and Action Plan FY22
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.
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42 Section 2 • Budget and Action Plan FY22
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)
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43Section 2 • Budget and Action Plan FY22
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
Board
Approval
GM Review
Budget
Amendments
(Quarterly)
EXHIBIT A
44 Section 2 • Budget and Action Plan FY22
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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.
EXHIBIT A
Section 3
Capital Improvement and Action Plan
Picchetti Ranch Open Space Preserve by Curt Bianchi
45Section 3 • Budget and Action Plan FY22
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46 Section 3 • Budget and Action Plan FY22
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%
EXHIBIT A
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.
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Land Acquisition and
Preservation
Natural Resource
Protection and Restoration
Public Access, Education
and Outreach
Assets and
Organizational Support
Agriculture Diversity Wildland Fire Resiliency Grant Funded
Supports Climate Action
Plan implementation
Project has an ongoing impact
on the operating budget
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48 Section 3 • Budget and Action Plan FY22
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 Repairs 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).——————————————————————————––––––––––––———————————————————————————
EXHIBIT A
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
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50 Section 3 • Budget and Action Plan FY22
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.
EXHIBIT A
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
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52 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
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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
EXHIBIT A
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54 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
55Section 3 • Budget and Action Plan FY22
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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
EXHIBIT A
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56 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
57Section 3 • Budget and Action Plan FY22
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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
EXHIBIT A
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58 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
59Section 3 • Budget and Action Plan FY22
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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
EXHIBIT A
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60 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
61Section 3 • Budget and Action Plan FY22
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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
EXHIBIT A
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62 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
63Section 3 • Budget and Action Plan FY22
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
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LAND ACQUISITION AND PRESERVATION
Lower San Gregorio Creek Watershed Land Conservation
Project #: VP39-001
Fund: 40–General Fund Capital
PROJECT DESCRIPTION
Pursue opportunity to protect watershed and farmland in the lower San Gregorio watershed.
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
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64 Section 3 • Budget and Action Plan FY22
EXHIBIT A
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.
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65Section 3 • Budget and Action Plan FY22
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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
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67Section 3 • Budget and Action Plan FY22
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
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68 Section 3 • Budget and Action Plan FY22
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
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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
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70 Section 3 • Budget and Action Plan FY22
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.
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71Section 3 • Budget and Action Plan FY22
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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
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NATURAL RESOURCE PROTECTION AND RESTORATION
Wildland Fire Resiliency Program
Project #: 80003-10
Fund: 10–General Fund Operating
PROJECT DESCRIPTION
Develop the Wildland Fire Resiliency Program for Midpen lands and hire consultants to design program and
prepare environmental review.
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.
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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
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NATURAL RESOURCE PROTECTION AND RESTORATION
Badger/Burrowing Owl Habitat Assessment
Project #: 80054
Fund: 10–General Fund Operating
PROJECT DESCRIPTION
Develop a request for proposal quote/qualification and award consultant services to provide expertise in the
management of grasslands and upland habitat for badger and burrowing owl. Provide a detailed habitat suitability
assessment (Districtwide) for badger and burrowing owl. Determine the presence, use and status of the species
within the available habitat. Recommend specific management measures to protect and enhance habitat. Project
may involve genetic studies to determine viability of population(s). Project may also involve banding and telemetry
of burrowing owls to determine breeding locations (presumed to be off of Midpen lands), to allow for partnering to
provide management of the species throughout the year (both breeding and 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
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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
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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
EXHIBIT A
77Section 3 • Budget and Action Plan FY22
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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
EXHIBIT A
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78 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
79Section 3 • Budget and Action Plan FY22
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NATURAL RESOURCE PROTECTION AND RESTORATION
Amah Mutsun Land Trust Native Garden
Project #: 80066
Fund: 10–General Fund Operating
PROJECT DESCRIPTION
Create a culturally significant native plant garden at Mount Umunhum.
FY22 SCOPE
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
EXHIBIT A
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80 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
81Section 3 • Budget and Action Plan FY22
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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
EXHIBIT A
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82 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
83Section 3 • Budget and Action Plan FY22
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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
EXHIBIT A
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84 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
85Section 3 • Budget and Action Plan FY22
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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
EXHIBIT A
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86 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
87Section 3 • Budget and Action Plan FY22
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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
EXHIBIT A
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88 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
89Section 3 • Budget and Action Plan FY22
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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
EXHIBIT A
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90 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
91Section 3 • Budget and Action Plan FY22
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NATURAL RESOURCE PROTECTION AND RESTORATION
Lone Madrone Ranch Fence Installation
Project #: MAA05-011
Fund: 30–Measure AA Capital
PROJECT DESCRIPTION
Construct a livestock boundary fence along riparian corridor.
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
EXHIBIT A
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92 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
93Section 3 • Budget and Action Plan FY22
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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
EXHIBIT A
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94 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
95Section 3 • Budget and Action Plan FY22
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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
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96 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
97Section 3 • Budget and Action Plan FY22
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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
EXHIBIT A
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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 Repairs 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 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.
EXHIBIT A
99Section 3 • Budget and Action Plan FY22
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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
EXHIBIT A
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100 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
101Section 3 • Budget and Action Plan FY22
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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
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102 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
103Section 3 • Budget and Action Plan FY22
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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
EXHIBIT A
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104 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
105Section 3 • Budget and Action Plan FY22
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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
EXHIBIT A
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106 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
107Section 3 • Budget and Action Plan FY22
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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.
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108 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
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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
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110 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
111Section 3 • Budget and Action Plan FY22
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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
EXHIBIT A
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112 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
113Section 3 • Budget and Action Plan FY22
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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.
EXHIBIT A
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114 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
115Section 3 • Budget and Action Plan FY22
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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
EXHIBIT A
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116 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
117Section 3 • Budget and Action Plan FY22
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PUBLIC ACCESS, EDUCATION AND OUTREACH
Alpine Road Regional Trail, Coal Creek
Project #: MAA10-001
Fund: 30–Measure AA Capital
PROJECT DESCRIPTION
Engineer, complete CEQA review, permit and construct road improvements to enhance public access and reduce
further erosion and sedimentation downstream.
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
EXHIBIT A
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118 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
119Section 3 • Budget and Action Plan FY22
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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
EXHIBIT A
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120 Section 3 • Budget and Action Plan FY22
PUBLIC ACCESS, EDUCATION AND OUTREACH
Bear Creek Stables Repairs
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.
EXHIBIT A
121Section 3 • Budget and Action Plan FY22
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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
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122 Section 3 • Budget and Action Plan FY22
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.
EXHIBIT A
123Section 3 • Budget and Action Plan FY22
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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
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124 Section 3 • Budget and Action Plan FY22
PUBLIC ACCESS, EDUCATION AND OUTREACH
Billingsley Property 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
EXHIBIT A
125Section 3 • Budget and Action Plan FY22
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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
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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
EXHIBIT A
127Section 3 • Budget and Action Plan FY22
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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
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128 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
129Section 3 • Budget and Action Plan FY22
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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
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130 Section 3 • Budget and Action Plan FY22
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.
EXHIBIT A
131Section 3 • Budget and Action Plan FY22
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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
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132 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
133Section 3 • Budget and Action Plan FY22
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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
EXHIBIT A
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134 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
135Section 3 • Budget and Action Plan FY22
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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
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136 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
137Section 3 • Budget and Action Plan FY22
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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
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138 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
139Section 3 • Budget and Action Plan FY22
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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
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140 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
141Section 3 • Budget and Action Plan FY22
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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
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142 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
143Section 3 • Budget and Action Plan FY22
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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
EXHIBIT A
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144 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
145Section 3 • Budget and Action Plan FY22
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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
EXHIBIT A
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146 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
147Section 3 • Budget and Action Plan FY22
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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
EXHIBIT A
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148 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
149Section 3 • Budget and Action Plan FY22
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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
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150 Section 3 • Budget and Action Plan FY22
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
EXHIBIT A
151Section 3 • Budget and Action Plan FY22
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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
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152 Section 3 • Budget and Action Plan FY22 El Corte de Madera Creek Open Space Preserve by Cass Kalinski
EXHIBIT A
Section 4
Department Summaries
Picchetti Ranch Open Space Preserve by Douglas Sheaffer
153Section 4 • Budget and Action Plan FY22
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154 Section 4 • Budget and Action Plan FY22 Windy Hill Open Space Preserve by Richard Zamboldi
EXHIBIT A
155Section 4 • Budget and Action Plan FY22
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Departments Overview
Midpen is structured to deliver on project commitments in support of Midpen’s mission and goals and is organized
by function into three business lines: Project Planning and Delivery, Visitor and Field Services, and Administrative
Services. All business lines report to the General Manager and are structured as follows:
——————————————————————————––––––––––––——————————————————————————————
Administrative Services ———————————————————————————––––––––––––———————————————————————————
Budget and Analysis———————————————————————————––––––––––––———————————————————————————
Finance———————————————————————————––––––––––––———————————————————————————Grants———————————————————————————––––––––––––———————————————————————————
Human Resources———————————————————————————––––––––––––———————————————————————————
Information Systems and Technology———————————————————————————––––––––––––———————————————————————————
Procurement——————————————————————————––––––––––––——————————————————————————————
Project Planning and Delivery ———————————————————————————––––––––––––———————————————————————————
Engineering and Construction———————————————————————————––––––––––––———————————————————————————
Planning———————————————————————————––––––––––––———————————————————————————
Real Property——————————————————————————––––––––––––——————————————————————————————
Public Affairs ——————————————————————————––––––––––––——————————————————————————————
Visitor and Field Services ———————————————————————————––––––––––––———————————————————————————
Land and Facilities———————————————————————————––––––––––––———————————————————————————
Natural Resources———————————————————————————––––––––––––———————————————————————————Visitor Services——————————————————————————––––––––––––——————————————————————————————
This section identifies each of Midpen’s departments, their mission and core function, staffing levels, objectives,
performance metrics and proposed FY22 budget.
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156 Section 4 • Budget and Action Plan FY22
Administrative Services
MISSION STATEMENT
Provide overall financial, human resources, information systems and other administrative support to serve Midpen’s
mission and goals.
CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————
Provide financial management, budgeting and accounting services.——————————————————————————––––––––––––——————————————————————————————
Administer Human Resources programs and coordinate employee relations activities.——————————————————————————––––––––––––——————————————————————————————
Manage Midpen’s Information Technology and Geographic Information Systems and services.——————————————————————————––––––––––––——————————————————————————————Provide Midpen with an overall IT strategy that fosters organizational innovation and efficiencies. ——————————————————————————––––––––––––——————————————————————————————
Provide office management and public reception/customer service at the Administrative Office.——————————————————————————––––––––––––——————————————————————————————
Coordinate grants application, award and compliance.——————————————————————————––––––––––––——————————————————————————————
Manage Midpen procurement.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
CFO/Director of
Administrative Services
HR Supervisor Management
Analyst II
Management
Analyst II
Grants Program
Manager
Controller
Data
Administrator
Applications
Engineer
Human
Resources
Manager
IST Manager
HR Intern
HR Technician
(Half-time)
Training
and Safety
Specialist
HR Technician IT Technician II
IT Technician I
IST Program
Administrator
GIS Program
Administrator
Data
Analyst II
Data
Analyst I
GIS
Technician
Accounting
Technician
(Half-time)
Senior
Accountant
Senior Finance
and Accounting
Technician
Management
Analyst II
Management
Analyst II
Budget and
Analysis
Manager
Procurement
and Contracts
Specialist
Finance
Manager
Senior Finance
and Accounting
Technician
(Half-time)
Administrative
Assistant
Senior Finance
and Accounting
Technician
(Half-time)
EXHIBIT A
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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.
EXHIBIT A
158 Section 4 • Budget and Action Plan FY22
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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%
EXHIBIT A
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
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Engineering and Construction Department
MISSION STATEMENT
Implement large-scale capital projects to improve and maintain Midpen’s infrastructure and facilities that are necessary
to facilitate ecologically sensitive and safe public access and ongoing stewardship and care for the land.
CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————
Oversee and manage the design and engineering, permitting, bidding, and construction of large-scale capital
improvement projects.——————————————————————————––––––––––––——————————————————————————————
Provide design, project management, construction management and/or construction oversight of large-scale
capital projects.——————————————————————————––––––––––––——————————————————————————————
Ensure that capital projects comply with all necessary requirements and regulations related to construction,
including building code requirements, mitigation measures, permit conditions and federal regulations.——————————————————————————––––––––––––——————————————————————————————
Develop and assist with cost estimations and constructability assessments during the planning, scoping and
early design phase of capital projects.——————————————————————————––––––––––––——————————————————————————————
Stay abreast of current codes and construction regulations and ensure Midpen’s construction standards remain
current.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
Engineering and
Construction Manager
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160 Section 4 • Budget and Action Plan FY22
Senior Capital
Project Manager
Capital Project
Manager III
Capital Project
Manager III
Senior Capital
Project Manager
Capital Project
Manager II
Capital Project
Manager III
Administrative
Assistant
EXHIBIT A
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——————————————————————————––––––––––––——————————————————————————————
161Section 4 • Budget and Action Plan FY22
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Sierra Azul Open Space Preserve by Janie Krag
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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 Repairs 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 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
EXHIBIT A
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
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164 Section 4 • Budget and Action Plan FY22
Office of the General Counsel
MISSION STATEMENT
Provide legal services and counsel to the Board of Directors, Committees and Midpen departments.
CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————Provide legal review and advice to the Midpen Board and staff.——————————————————————————––––––––––––——————————————————————————————
Represent Midpen in litigation and legal matters with outside agencies.——————————————————————————––––––––––––——————————————————————————————
Administer Midpen’s risk management program.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
General
Counsel
La Honda Creek Open Space Preserve by Jindrich Zejda
Assistant General
Counsel
Management
Analyst--Risk
Management
Executive
Assistant
EXHIBIT A
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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%
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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
Administrative
Assistant
Management
Analyst II
Visitor and Field
Services Assistant
General Manager
Project Planning
and Delivery
Assistant General
Manager
CFO
Director of
Administrative
Services
EXHIBIT A
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General Manager aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through:
——————————————————————————––––––––––––——————————————————————————————Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––——————————————————————————————
Goal 2 – Protect the positive environmental values of open space 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%
EXHIBIT A
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Land and Facilities Services Department
MISSION STATEMENT
Improve, restore and maintain Midpen lands in a manner that ensures protection and stewardship of the lands,
that provides public access to explore and enjoy the lands, and that is consistent with ecological values and public
safety. Provide and maintain Midpen facilities and trails for public use, field and administrative facilities for staff
use, and rentals. Manage grazing, agricultural and other facility leases to support Midpen’s mission.
CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————
Maintain and construct an enjoyable and sustainable trail system.——————————————————————————––––––––––––——————————————————————————————Provide in-the-field services to protect and restore natural resources.——————————————————————————––––––––––––——————————————————————————————
Protect public health and safety through fire prevention and safe access.——————————————————————————––––––––––––——————————————————————————————
Foster neighbor, partner, and jurisdictional-oversight agency relationships and engage in multi-stakeholder
efforts to further Midpen goals.——————————————————————————––––––––––––——————————————————————————————Maintain Midpen facilities to ensure safety, comfort and the public’s enjoyment.——————————————————————————––––––––––––——————————————————————————————
Manage grazing, agricultural and other facility leases to further Midpen goals.——————————————————————————––––––––––––——————————————————————————————
Provide and maintain field and administrative facilities for staff use.——————————————————————————––––––––––––——————————————————————————————
Manage revenue-producing properties.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
Equipment
Mechanics/
Operators
Open Space
Technicians
(Lead, Regular,
and Seasonal)
Land and Facilities
Manager
Property
Management
Specialist II
Administrative
Assistant
Equipment
Mechanics/
Operators
Maintenance
Supervisors
Maintenance
Supervisors
Senior Property
Management
Specialist
Foothills Area
Manager
Open Space
Technicians
(Lead, Regular,
and Seasonal)
Administrative
Assistant
Capital Field
Projects
Manager
Farm
Maintenance
Worker
Facilities
Maintenance
Specialist
Management
Analyst II
Administrative
Assistant
Modified
Duty Staff
Equipment
Mechanics/
Operators
Open Space
Technicians
(Lead, Regular,
and Seasonal)
Maintenance
Supervisors
Skyline Area
Manager
Facilities
Maintenance
Supervisor
Property
Management
Specialist I
Field
Resource
Specialist
EXHIBIT A
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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
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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.
EXHIBIT A
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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
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172 Section 4 • Budget and Action Plan FY22
Resource
Management
Specialist II
Resource
Management
Specialist II
IPM Coordinator
Resource
Management
Specialist II
Natural Resources Department
MISSION STATEMENT
Protect and restore the natural diversity and integrity of Midpen’s resources for their value to the environment and
the public and provide for the use of the preserves consistent with resource protection.
CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————
Plan, implement, and design projects to protect and restore the natural resources.——————————————————————————––––––––––––——————————————————————————————
Comply with the California Environmental Quality Act and resource agency regulation requirements.——————————————————————————––––––––––––——————————————————————————————
Work with other entities to obtain funding, plan for, and protect Midpen and regional natural resources.——————————————————————————––––––––––––——————————————————————————————Steward Midpen working landscapes to protect natural resource values and provide sustainable agricultural uses.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
Natural Resources
Manager
Senior Resource
Management Specialist
Senior Resource
Management Specialist
Water Resources
Specialist
Senior Resource
Management Specialist
Natural
Resources Intern
(Half-time)
Resource
Management
Specialist II
Natural
Resources Intern
(Half-time)
Management
Analyst I
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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
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174 Section 4 • Budget and Action Plan FY22
——————————————————————————––––––––––––——————————————————————————————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.
EXHIBIT A
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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%
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176 Section 4 • Budget and Action Plan FY22
Planner IIPlanner III
Planning
Intern
Planning Department
MISSION STATEMENT
Respecting the natural diversity and integrity of Midpen’s resources, work with and encourage public and private
agencies to preserve, maintain and enhance open space; work cooperatively with other governmental agencies
and community organizations to facilitate planning and development of recreation facilities and of public use;
encourage public input and involvement in Midpen’s decision-making process and other activities; participate in
the public review processes of land use plans of other agencies and development proposals that affect Midpen’s
mission; and follow management policies for quality care of the land and provision of public access appropriate to
the nature of the land, and consistent with ecological values and public safety.
CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————
Oversee and manage projects for public access, staff facilities and stewardship of cultural and historic
resources through scoping, feasibility, programming early design, and land use permitting.——————————————————————————––––––––––––——————————————————————————————Provide ongoing planning support during final design, permitting and project construction.——————————————————————————––––––––––––——————————————————————————————
Develop and maintain current and long-range use and management plans, policies and procedures for Preserves.——————————————————————————––––––––––––——————————————————————————————
Comply with all applicable federal, state, and local codes and regulations, and permitting requirements for
project planning and early design (e.g. California Environmental Quality Act, American for Disabilities Act,
National Preservation Act, etc.).——————————————————————————––––––––––––——————————————————————————————
Seek partnership opportunities, new grant and other funding sources to further Midpen’s mission, Vision Plan,
Strategic Plan goals and leverage Measure AA funding.——————————————————————————––––––––––––——————————————————————————————
Participate in long-term, multi-year regional planning and coordination efforts (e.g. San Francisco Bay Trail, Bay
Area Ridge Trail, Juan Bautista de Anza National Historic Trail, etc.) for a regionally integrated approach to
open space preservation and public access.——————————————————————————––––––––––––——————————————————————————————
Engage the public and partner agencies in Midpen’s planning activities.——————————————————————————––––––––––––——————————————————————————————
Plan and design signage for preserves and trails.——————————————————————————––––––––––––——————————————————————————————Review external planning activities and projects that may affect Midpen’s interests.——————————————————————————––––––––––––——————————————————————————————
Comply and document long-term mitigation and monitoring requirements for public access projects.——————————————————————————––––––––––––——————————————————————————————
Provide accessibility review of new public access improvement plans.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
Planning Manager
Administrative
Assistant
(shared with E&C)
Senior Planner
Planner IIPlanner III
Senior PlannerSenior Planner
Planner I
Planning
InternPlanner I
EXHIBIT A
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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.
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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%
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El Corte de Madera Creek Open Space Preserve by David Anses
EXHIBIT A
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.
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Public Affairs
Manager
Public Affairs
Specialist II
Government
Affairs Specialist
Public Affairs
Specialist II
Public Affairs
Specialist II
Public Affairs
Specialist II
Administrative
Assistant
Public Affairs
Specialist II
Public Affairs
Intern
EXHIBIT A
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
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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
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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.
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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
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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
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186 Section 4 • Budget and Action Plan FY22
Visitor Services Department
MISSION STATEMENT
Ensure protection and stewardship of the land and visitor safety, manage public access consistent with ecological
values and public safety, and provide opportunities for enrichment of visitors through interpretation, environmental
education, stewardship and volunteerism.
CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————
Protect public health and safety through proactive patrol and presence, enforcement of Midpen’s rules and
regulations, fire protection, and emergency medical response.——————————————————————————––––––––––––——————————————————————————————Provide frontline public contact and services on Midpen lands.——————————————————————————––––––––––––——————————————————————————————
Manage the Volunteer and Interpretation and Education programs.——————————————————————————––––––––––––——————————————————————————————
Foster neighbor, partner, and public safety agency relationships and engage in collaborative efforts to further
Midpen’s goals.——————————————————————————––––––––––––——————————————————————————————Manage conditional preserve use through an online permit system.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
Visitor Services Manager
and Chief Ranger
Skyline Area
Superintendent
Management
Analyst II
Supervising
Rangers
Seasonal
Rangers and
Ranger Aides
Administrative
Assistant
Modified
Duty Staff
Visitor
Services
Intern
Environmental
Education
Specialist
Volunteer
Program
Manager
Volunteer
Program
LeadsInterpretation
and Education
Program Manager
Foothill Area
Superintendent
Supervising
Rangers
Seasonal
Rangers and
Ranger Aides
Lead Rangers
Rangers
Ranger Aides
Lead Rangers
Rangers
Ranger Aides
Program
Coordinator
Interpretation
Specialist
EXHIBIT A
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
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188 Section 4 • Budget and Action Plan FY22
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
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Picchetti Ranch Open Space Preserve by Saskia Marchant 189Section 4 • Budget and Action Plan FY22
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190 Vision Plan Actions Overview • Budget and Action Plan FY22
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Vision Plan Actions Overview
# VISION PLAN ACTION——————————————————————————––––––––––––————————————————————————————————
01 Miramontes Ridge: Gateway to the San Mateo Coast Public Access, Stream Restoration, and Agriculture
Enhancement Projects——————————————————————————––––––––––––————————————————————————————————
02 Regional: Bayfront Habitat Protection and Public Access Partnerships——————————————————————————––––––––––––————————————————————————————————
03 Purisima Creek Redwoods: Purisima-to-Sea Trail Completion, Watershed Protection, and Conservation
Grazing Projects——————————————————————————––––––––––––————————————————————————————————
04 El Corte de Madera Creek: Bike Trail and Water Quality Projects——————————————————————————––––––––––––————————————————————————————————
05 La Honda Creek: Upper Area Recreation, Habitat Restoration, and Conser vation Grazing Projects——————————————————————————––––––––––––————————————————————————————————
06 Windy Hill: Trail Improvements, Preservation, and Hawthorns Area Historic Partnership——————————————————————————––––––––––––————————————————————————————————
07 La Honda Creek: Driscoll Ranch Area Public Access, Endangered Wildlife Protection, and Conservation
Grazing Projects——————————————————————————––––––––––––————————————————————————————————
08 La Honda Creek/Russian Ridge: Preser vation of Upper San Gregorio Watershed and Ridge Trail Completion——————————————————————————––––––––––––————————————————————————————————
09 Russian Ridge: Public Recreation, Grazing, and Wildlife Protection Projects——————————————————————————––––––––––––————————————————————————————————
10 Coal Creek: Reopen Alpine Road for Trail Use——————————————————————————––––––––––––————————————————————————————————
11 Rancho San Antonio: Interpretive Improvements, Refurbishing, and Transit Solutions——————————————————————————––––––––––––————————————————————————————————
12 Peninsula and South Bay Cities: Partner to Complete Middle Stevens Creek Trail——————————————————————————––––––––––––————————————————————————————————
13 Cloverdale Ranch: Wildlife Protection, Grazing, and Trail Connections——————————————————————————––––––––––––————————————————————————————————
14 Regional: Trail Connections and Campgrounds——————————————————————————––––––––––––————————————————————————————————
15 Regional: Redwood Protection and Salmon Fisher y Conservation——————————————————————————––––––––––––————————————————————————————————
16 Long Ridge: Trail, Conservation, and Habitat Restoration Projects——————————————————————————––––––––––––————————————————————————————————
17 Regional: Complete Upper Stevens Creek Trail——————————————————————————––––––––––––————————————————————————————————
18 South Bay Foothills: Saratoga-to-Sea Trail and Wildlife Corridor——————————————————————————––––––––––––————————————————————————————————
19 El Sereno: Dog Trails and Connections——————————————————————————––––––––––––————————————————————————————————
20 South Bay Foothills: Wildlife Passage and Ridge Trail Improvements——————————————————————————––––––––––––————————————————————————————————
21 Bear Creek Redwoods: Public Recreation and Interpretive Projects——————————————————————————––––––––––––————————————————————————————————
22 Sierra Azul: Cathedral Oaks Public Access and Conser vation Projects——————————————————————————––––––––––––————————————————————————————————
23 Sierra Azul: Mount Umunhum Public Access and Interpretation Projects——————————————————————————––––––––––––————————————————————————————————
24 Sierra Azul: Rancho de Guadalupe Family Recreation and Interpretive Projects——————————————————————————––––––––––––————————————————————————————————
25 Sierra Azul: Loma Prieta Area Public Access, Regional Trails, and Habitat Projects——————————————————————————––––––––––––————————————————————————————————
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191Vision Plan Actions Overview • Budget and Action Plan FY22
# VISION PLAN ACTION——————————————————————————––––––––––––————————————————————————————————
26 Pulgas Ridge: Regional and Neighborhood Trail Extensions——————————————————————————––––––––––––————————————————————————————————
27 Miramontes Ridge/Purisima Creek Redwoods: Coastside Environmental Education Partnerships——————————————————————————––––––––––––————————————————————————————————
28 Miramontes Ridge/Purisima Creek Redwoods: Mills Creek /Arroyo Leon Watershed Protection, Stream
Restoration, and Regional Trail Connections——————————————————————————––––––––––––————————————————————————————————
29 Regional: Advocate to Protect Coastal Vistas of North San Mateo County Coast——————————————————————————––––––––––––————————————————————————————————
30 Regional: Support California Coastal Trail——————————————————————————––––––––––––————————————————————————————————
31 Miramontes Ridge/Purisima Creek Redwoods: Fire Management and Risk Reduction——————————————————————————––––––––––––————————————————————————————————
32 Tunitas Creek: Additional Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––————————————————————————————————
33 Purisima Creek Redwoods: Parking and Repair Projects——————————————————————————––––––––––––————————————————————————————————
34 Teague Hill: West Union Creek Watershed Restoration Partnership——————————————————————————––––––––––––————————————————————————————————
35 Peninsula and South Bay Cities: Major Roadway Signage——————————————————————————––––––––––––————————————————————————————————
36 Regional: Collaborate to Restore San Francisquito Creek Fish Habitat——————————————————————————––––––––––––————————————————————————————————
37 Peninsula and South Bay Cities: San Francisquito Creek Restoration Partnership——————————————————————————––––––––––––————————————————————————————————
38 Ravenswood: Cooley Landing Nature Center Partnership——————————————————————————––––––––––––————————————————————————————————
39 La Honda Creek/El Corte de Madera Creek: San Gregorio Watershed and Agriculture Preservation Projects——————————————————————————––––––––––––————————————————————————————————
40 Regional: San Andreas Fault Interpretive Trail Program——————————————————————————––––––––––––————————————————————————————————
41 Rancho San Antonio: Hidden Villa Access and Preservation Projects——————————————————————————––––––––––––————————————————————————————————
42 Regional: Advocate to Protect Coastal Vistas of South San Mateo County Coast——————————————————————————––––––––––––————————————————————————————————
43 Lower Pomponio Creek: Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––————————————————————————————————
44 Lower Pescadero Creek: Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––————————————————————————————————
45 Skyline Subregion: Fire Management and Forest Restoration Projects——————————————————————————––––––––––––————————————————————————————————
46 Skyline Ridge: Education Facilities, Trails, and Wildlife Conservation Projects——————————————————————————––––––––––––————————————————————————————————
47 Monte Bello: Campfire Talks and Habitat Projects——————————————————————————––––––––––––————————————————————————————————
48 Gazos Creek Watershed: Redwood Preservation, Long-distance Trails, Fish Habitat Improvements——————————————————————————––––––––––––————————————————————————————————
49 Saratoga Gap: Stevens Canyon Ranch Family Food Education Projects——————————————————————————––––––––––––————————————————————————————————
50 Picchetti Ranch: Family Nature Play Program——————————————————————————––––––––––––————————————————————————————————
51 Fremont Older: Historic Woodhills Restoration and Overall Parking Improvements——————————————————————————––––––––––––————————————————————————————————
52 Peninsula and South Bay Cities: Los Gatos Creek Trail Connections——————————————————————————––––––––––––————————————————————————————————
53 Sierra Azul: Expand Access in the Kennedy-Limekiln Area——————————————————————————––––––––––––————————————————————————————————
54 Sierra Azul: Fire Management——————————————————————————––––––––––––————————————————————————————————
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192 Glossary • Budget and Action Plan FY22
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Glossary
TERM DESCRIPTION——————————————————————————––––––––––––————————————————————————————————
Accrual An expense which is outstanding at the end of a financial period and which needs
to be included in the accounting results for the period.——————————————————————————––––––––––––————————————————————————————————
ACOE U.S. Army Corps of Engineers——————————————————————————––––––––––––————————————————————————————————
Action Plan The work plan that includes all of the projects and key initiatives that Midpen pursues.——————————————————————————––––––––––––————————————————————————————————
ADA Americans with Disabilities Act——————————————————————————––––––––––––————————————————————————————————
Adopted Budget The adopted budget is Midpen’s annual fiscal plan, which is approved by the
board of directors. The adopted budget establishes the legal authority for the
expenditure of funds, as created by the appropriation resolution. The adopted
budget includes all reserves, transfers, allocations, supplemental appropriations
and other legally authorized legislative and executive changes.——————————————————————————––––––––––––————————————————————————————————
AGM Assistant General Manager——————————————————————————––––––––––––————————————————————————————————
Americans with Disabilities Act The ADA is a civil rights law that prohibits discrimination against individuals with
disabilities in all areas of public life, including all public and private places that
are open to the general public.——————————————————————————––––––––––––————————————————————————————————
Annual Report Comprehensive Annual Financial Report——————————————————————————––––––––––––————————————————————————————————
AO Administrative Office (Midpen headquarters)——————————————————————————––––––––––––————————————————————————————————
AP Accounts Payable——————————————————————————––––––––––––————————————————————————————————
Appropriation A legal authorization granted by the board of directors to make expenditures and
to incur obligations for specific purposes. An appropriation usually is limited in
amount and to the time in which it may be expended.——————————————————————————––––––––––––————————————————————————————————
Audit An official examination and verification of accounts and records, especially of
financial accounts.——————————————————————————––––––––––––————————————————————————————————
Balanced Budget A budget in which expenses do not exceed revenues. Specifically, resources,
including estimated revenue and other sources such as bond proceeds, transfers
in and approved fund balances/net assets, meet or exceed uses, including
appropriations and transfers out.——————————————————————————––––––––––––————————————————————————————————
Basis of Accounting Basis of accounting refers to when revenues and expenditures are recognized in
the accounts and reported in the financial statements. Government-wide financial
statements are prepared using the modified accrual basis of accounting. Budgets
are developed using the cash-basis of accounting.——————————————————————————––––––––––––————————————————————————————————
BCR Bear Creek Redwoods (Preser ve)——————————————————————————––––––––––––————————————————————————————————
Bond A fixed income instrument that represents a loan made by an investor to a borrower.——————————————————————————––––––––––––————————————————————————————————
Budget The plan of expenditures and revenues for a specific period of time.——————————————————————————––––––––––––————————————————————————————————
Budget Categories Midpen’s budget is divided into five budget categories: Salaries and Benefits,
Services and Supplies, Land and Associated Costs, Capital and Fixed Assets (non-
land purchases), and Debt Service.——————————————————————————––––––––––––————————————————————————————————
California Environmental California law (California Public Resources Code section 21000 et seq.)
Quality Act that requires development projects to submit documentation of their potential
environmental impact.——————————————————————————––––––––––––————————————————————————————————
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193Glossary • Budget and Action Plan FY22
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TERM DESCRIPTION——————————————————————————––––––––––––————————————————————————————————
CalPERS California Public Employee Retirement System——————————————————————————––––––––––––————————————————————————————————
CAPEX Capital expenditures——————————————————————————––––––––––––————————————————————————————————
Capital Budget Expenditures that are used to improve Midpen’s infrastructure and assets of the
District.——————————————————————————––––––––––––————————————————————————————————
Capital Improvement Midpen’s Capital Improvement Program and Action Plan for project and program
and Action Plan deliver y——————————————————————————––––––––––––————————————————————————————————
Capital Improvement Program A multiyear plan for capital expenditures, with details on anticipated annual
expenditures and information about the resources estimated to be available to
finance the projected expenditures.——————————————————————————––––––––––––————————————————————————————————
Capitalized Expenditures Expenditures resulting in the acquisition and/or construction of fixed assets, such
as land, land improvements, infrastructure and equipment.——————————————————————————––––––––––––————————————————————————————————
Cash basis Cash basis is a method of recording accounting transactions for revenue and
expenses only when the corresponding cash is received, or payments are made.——————————————————————————––––––––––––————————————————————————————————
CDFW California Department of Fish and Wildlife——————————————————————————––––––––––––————————————————————————————————
CEQA California Environmental Quality Act——————————————————————————––––––––––––————————————————————————————————
CFO Chief Financial Officer——————————————————————————––––––––––––————————————————————————————————
CIAP Capital Improvement and Action Plan——————————————————————————––––––––––––————————————————————————————————
CIP Capital Improvement Program/Project——————————————————————————––––––––––––————————————————————————————————
Debt Service Debt ser vice is the payment of the principal and interest on an obligation resulting
from the issuance of bonds and/or promissory notes.——————————————————————————––––––––––––————————————————————————————————
Debt Service Fund A fund that accounts for accumulation of resources to be used for debt
service payments, as well as principal and interest payments and associated
administrative costs.——————————————————————————––––––––––––————————————————————————————————
Deficit The result of an excess of expenditures over resources.——————————————————————————––––––––––––————————————————————————————————
Designation of Fund Balance Unreserved fund balance may be designated by Midpen to be set aside for a
specific purpose. The designation indicates that a portion of fund equity is not
available for current appropriation, as it has been set aside to comply with
Midpen’s plan for future uses.——————————————————————————––––––––––––————————————————————————————————
Design-Build Design-build is a method of project delivery in which one entity–the design-build
team–works under a single contract with the project owner to provide design and
construction services.——————————————————————————––––––––––––————————————————————————————————
District Generally refers to the geographic boundaries of the Midpeninsula Regional Open
Space District.——————————————————————————––––––––––––————————————————————————————————
E&C Engineering and Construction (Department)——————————————————————————––––––––––––————————————————————————————————
eDNA Environmental DNA——————————————————————————––––––––––––————————————————————————————————
EIR Environmental Impact Report——————————————————————————––––––––––––————————————————————————————————
EIS Environmental Impact Statement——————————————————————————––––––––––––————————————————————————————————
Encumbrances Commitments for unperformed contracts for goods and services.——————————————————————————––––––––––––————————————————————————————————
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194 Glossary • Budget and Action Plan FY22
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TERM DESCRIPTION——————————————————————————––––––––––––————————————————————————————————
Enterprise Resource Planning An ERP management information system integrates areas such as purchasing,
finance, and human resources.——————————————————————————––––––––––––————————————————————————————————
Environmental DNA DNA that is collected from a variety of environmental samples such as soil,
seawater, or even air rather than directly sampled from an individual organism.
This method allows for biomonitoring without requiring collection of the living
organism, creating the ability to study organisms that are invasive, elusive, or
endangered without introducing anthropogenic stress on the organism.——————————————————————————––––––––––––————————————————————————————————ERP Enterprise Resource Planning——————————————————————————––––––––––––————————————————————————————————
ESRI GIS software——————————————————————————––––––––––––————————————————————————————————
Fiscal Year A 12-month period to which the annual operating budget applies and at the end
of which Midpen determines its financial position and the results of its operations.
Midpen’s fiscal year is from July 1 through June 30 and is shown as 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.——————————————————————————––––––––––––————————————————————————————————
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TERM DESCRIPTION——————————————————————————––––––––––––————————————————————————————————
Generally Accepted Uniform standards and guidelines for financial accounting and reporting.
Accounting Principles——————————————————————————––––––––––––————————————————————————————————
GFOA Government Finance Officers Association——————————————————————————––––––––––––————————————————————————————————GHG Greenhouse gas——————————————————————————––––––––––––————————————————————————————————
GIS Geographic Information System——————————————————————————––––––––––––————————————————————————————————
GL or G/L General Ledger——————————————————————————––––––––––––————————————————————————————————
GM General Manager——————————————————————————––––––––––––————————————————————————————————GO General Obligation (bonds)——————————————————————————––––––––––––————————————————————————————————
Grants Contributions or gifts of cash or other assets to/from another government agency,
foundation or private entity, to be used for a specific purpose.——————————————————————————––––––––––––————————————————————————————————
Hawthorn Endowment This fund may only be used for expenses required to maintain the Hawthorn
property. Includes both operating and capital expenditures.——————————————————————————––––––––––––————————————————————————————————
HR Human Resources (Department)——————————————————————————––––––––––––————————————————————————————————
IST Information Systems Technology (Department)——————————————————————————––––––––––––————————————————————————————————
L&F Land and Facilities (Department)——————————————————————————––––––––––––————————————————————————————————MAA Measure AA——————————————————————————––––––––––––————————————————————————————————
Major Fund Funds whose revenues, expenditures/expenses, assets, or liabilities (excluding
extraordinar y items) are at least 10 percent of corresponding totals for all
governmental or enterprise funds and at least 5 percent of the aggregate amount
for all governmental and enterprise funds.——————————————————————————––––––––––––————————————————————————————————
Measure AA Voter-approved general obligation bond to be used on improvement projects to
deliver the 25 Project Portfolios included in the bond measure.——————————————————————————––––––––––––————————————————————————————————
Midpen Midpeninsula Regional Open Space District——————————————————————————––––––––––––————————————————————————————————Modified Accrual The accrual basis of accounting is an accounting method which recognizes
expenses at the time a liability is incurred. Under the modified accrual basis of
accounting, expenditures are generally recognized in the accounting period
in which the related fund liability is incurred, but debt service expenditures are
recorded only when payment is due.——————————————————————————––––––––––––————————————————————————————————
New World System An ERP management information system with features and functionality to support
local government administration.——————————————————————————––––––––––––————————————————————————————————
NR Natural Resources (Department)——————————————————————————––––––––––––————————————————————————————————NWS New World System——————————————————————————––––––––––––————————————————————————————————
OPEB Other Post-Employment Benefits——————————————————————————––––––––––––————————————————————————————————
Operating Budget Projects costs for Salaries and Benefits, and Ser vices and Supplies.——————————————————————————––––––––––––————————————————————————————————
OPEX Operational expenditures——————————————————————————––––––––––––————————————————————————————————OSP Open Space Preser ve——————————————————————————––––––––––––————————————————————————————————
PA Public Affairs (Department)——————————————————————————––––––––––––————————————————————————————————
Peninsula Open Space Trust A private land trust supporting land conservation in San Mateo, Santa Clara and
Santa Cruz counties.——————————————————————————––––––––––––————————————————————————————————
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196 Glossary • Budget and Action Plan FY22
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——————————————————————————––––––––––––————————————————————————————————
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Purisima Creek Redwoods Open Space Preserve by Bobby Wheelock 197Budget and Action Plan FY22
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Midpeninsula Regional Open Space District
330 Distel Circle
Los Altos, California 94022-1404
650-691-1200
info@openspace.org
openspace.org
PRINTED ON POST
CONSUMER WASTE PAPER
Russian Ridge Open Space Preserve by Emily Debner
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