HomeMy Public PortalAboutResolution - 22-21- 20220608 - FY23 Budget & CIAPRESOLUTION NO. 22-21
RESOLUTION OF THE BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ADOPTING THE
BUDGET FOR THE FISCAL YEAR ENDING JUNE 30, 2023 AND THE
CAPITAL IMPROVEMENT AND ACTION PLAN 2023-2025
WHEREAS, the Board of Directors of the Midpeninsula Regional Open Space District
(Board) desires to establish a Budget for the Fiscal Year Ending June 30, 2023, attached hereto
as Exhibit A — FY23 Budget and Action Plan; and
WHEREAS, the Board 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, attached hereto as 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, 2023 (FY23), a complete copy of which is attached hereto as
Exhibit A, summarized as follows:
DISTRICT BUDGET BY FUND
FY23 PROPOSED BUDGET
Fund 10 — General Fund Operating
$42,665,113
Fund 20 — Hawthorns
$37,200
Fund 30 — MAA Capital
$10,407,114
Fund 40 — General Fund Capital
$6,930,600
Fund 50 — Debt Service
$23,943,488
TOTAL
$83,983,515
SECTION TWO. Adopt the proposed Capital Improvement and Action Plan 2023-
2025.
SECTION THREE. The projects scheduled for implementation for the Fiscal Year
Ending June 30, 2023 shall be included in the Capital and Operating Budget of the District's
Proposed Budget for Fiscal Year 2022-23.
SECTION FOUR. The following transfer is approved and the General Manager or
designee is authorized to implement said transfer during the Fiscal Year Ending June 30, 2023:
$5,400,000 from the General Fund Unassigned Fund Balance to the Committed for Infrastructure
Transfer.
SECTION FIVE. Monies are hereby appropriated in accordance with said budget,
* * * * * * * * * * * * * * * * * * * *
Rksolutions 2022 22-2 IFY236udget&CLAF
PASSED AND ADOPTED by the Board of Directors of the Midpeninsula Regional
Open Space District on June 8, 2022 at a regular meeting thereof, by the following vote:
AYES: CYR, HASSETT, HOLMAN, KERSTEEN-TUCKER, KISHIMOTO, RIFFLE,
SIEMENS
NOES: NONE
ABSTAIN: NONE
ABSENT: NONE
ATTEST: APPROVED:
Karen Holahan, Secretary
Board of Directors
APPROVED AS TO FORM:
Hilary Stevenson, General Counsel
Zoe Kersteen-Tucker, President
Board of Directors
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.
cabz
dworth, District Clerk
Rewlutiorts2O22222I FY2audget&CIAP
2
Budget and Action Plan
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F I S C A L Y E A R E N D I N G J U N E 3 0 , 2 0 2 3
A D O P T E D J U N E X , 2 0 2 2
F R O N T C O V E R P H O T O C R E D I T S
Top: Rancho San Antonio Open Space Preserve (Karl Gohl)
Lower left: Stevens Creek Shoreline Nature Area (Joan Sparks)
Lower middle: Fremont Older Open Space Preserve by (Esperanza Sanz)
Lower right: Thornewood Open Space Preserve by (Marcia Hakanson)
Picchetti Ranch Open Space Preserve (Karl Gohl)
Table of Contents
Click on the table of contents below to jump to that page. You can also click on the table of contents icon
at the bottom of every page to jump back to this table of contents.
4 S E C T I O N 1 : I N T R O D U C T I O N
4 General Manager’s Transmittal
6 Board of Directors and Management
7 Organizational Chart
8 Strategic Plan Goals and Objectives
10 Regional Map
11 About Us
12 Demographics
14 Board Resolution
17 S E C T I O N 2 : B U D G E T S U M M A RY A N D O V E R V I E W
18 Budget Summary and Overview
20 Revenues
22 Expenditures
26 Staffing
32 Hawthorns Fund
33 Measure AA Projects
35 Vision Plan
37 Debt Service
41 Grants Program
41 Fund Balance
43 Long-Range Financial Planning
44 Delivering on the Mission
44 Climate Action Plan
45 Diversity, Equity, and Inclusion
47 Budget Process
49 Financial Policies
51 S E C T I O N 3 : C A P I TA L I M P R O V E M E N T A N D A C T I O N P L A N
52 Capital Improvement and Action Plan Overview
59 Land Acquisition and Preservation
76 Natural Resource Protection and Restoration
125 Public Access, Education and Outreach
164 Assets and Organizational Support
189 S E C T I O N 4 : D E PA R T M E N T S U M M A R I E S
191 Departments Overview
192 Administrative Services Business Line
196 Engineering and Construction
200 Office of the General Counsel
202 Office of the General Manager
204 Land and Facilities Services
208 Natural Resources
212 Planning
216 Public Affairs
218 Real Property
222 Visitor Services
226 V I S I O N P L A N A C T I O N S O V E R V I E W
228 G L O S S A RY
3Section 1 • Budget and Action Plan FY23
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General Manager’s Transmittal
Dear Board of Directors and Midpen Constituents,
As we continue to celebrate our 50th Anniversary, I am pleased to present Midpeninsula Regional Open Space
District’s fiscal year 2023 (FY23) Budget and Action Plan that connects where we are today with our long-term
vision for the future.
Our operations have largely returned to pre-pandemic normal and Midpen office staff have successfully transitioned
to a hybrid remote work model. While supply chain disruptions and delays remain, and costs have escalated
significantly in all areas, our adaptable and resilient staff remains committed to the mission of preserving significant
open space and agricultural lands, protecting nature and restoring biodiversity, creating wildlife corridors, building
climate resilience, and encouraging community connections to the outdoors.
For FY23, our priorities include the potential purchase of Cloverdale Ranch and expanding our presence on the San Mateo
County Coastside by finalizing the purchases of the Johnston Ranch Uplands and South Cowell properties near Half
Moon Bay. We are also updating and consolidating our Agricultural Policy and making investments in our conservation
grazing infrastructure, which reduces fire fuels and supports the biodiversity of native plants and local wildlife.
Our natural resources restoration and remediation work continues, highlighted by an ongoing partnership with
the Amah Mutsun Tribal Band on a native plant garden; an ethnobotany inventory with local tribal partners; our
restoration forestry demonstration project at La Honda Creek Open Space Preserve; a drought resiliency plan;
several water supply/habitat enhancement projects; and continued oversight of the Lehigh Quarry activities
adjacent to Rancho San Antonio County Park and Open Space Preserve.
Because we rely on science to inform our land management decisions, we are adding to the regional knowledge
base with ongoing wildlife research (mountain lions, newts, Santa Cruz Kangaroo rats and aquatic species) and
landscape-level vegetation mapping.
As the pandemic demonstrated, access to nature is essential to our health and well-being. We recently celebrated
our 250th mile of publicly accessible trails and have 28 new or continuing public access, education and outreach
projects, including trail projects to expand ecologically sensitive access at La Honda Creek, Bear Creek Redwoods,
Windy Hill, Long Ridge, Monte Bello and Sierra Azul. We are also pursuing regional trail connections like
Alpine Trail in Coal Creek Open Space Preserve, the Bay Area Ridge Trail -Highway 17 trail crossing and will
be completing feasibility studies for the Purisima-to-the-Sea Trail. In addition, we are improving easy-access trails
at Skyline Ridge Open Space Preserve as we undertake our fourth year of removing barriers as part of our ADA
Self -Assessment and Transition Plan. And are studying viable multimodal options for popular preserves and
implementing near-term ideas to reduce parking demands and promote greener modes of travel.
Our FY23 budget includes a recommended staff increase of eight regular positions and also separately numerous
limited-term interns to help further deliver on the mission and add capacity in project and program delivery to
support Midpen’s growing open space acreage, public access facilities, and visitation levels, particularly along the
coast, and to further leverage outside grants funding and advance Midpen’s Diversity, Equity, and Inclusion goals.
Compared to most city and county government agencies, Midpen’s operating budget accounts for a much lower
percentage of the total budget (51%), reflecting the organization’s focus on project delivery. Capital projects and
land acquisition account for 20% of the budget and debt service totals 29%. Total revenues and other funding
sources are projected at $84.3 million, which include property tax revenues at $67.9 million, bond reimbursements
at $7.3 million and other funding sources at $9.1 million, balancing a budget of $84 million in expenses.
4 Section 1 • Budget and Action Plan FY23
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El Corte de Madera Creek Open Space Preserve (Sandra Martin)
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Finally, we will be closing out the second half of our 50th anniversary celebratory year through the end of
December with public events and activities commemorating the landmark support of voters in creating this
unique single-purpose special district in 1972. We invite you to join us in these celebrations and to take as many
opportunities as possible to head out to your public open space lands to rejuvenate and rejoice.
Respectfully submitted,
/s/Ana María Ruiz
Ana María Ruiz
General Manager
Board of Directors and Management
District Wards (Effective November 8, 2022)Left to right: Zoe Kersteen-Tucker, Curt Riffle, Yoriko Kishimoto, Jed Cyr, Karen Holman, Larry
Hassett, Pete Siemens.
——————————————————————————––––––––––––————————————————————————————————
Pete Siemens Ward 1: Cupertino, Lexington Hills, Los Gatos, Monte Sereno, Saratoga——————————————————————————––––––––––––————————————————————————————————
Yoriko Kishimoto–Board Vice President Ward 2: Cupertino, Los Altos, Los Altos Hills, Loyola, Mountain View,
Palo Alto, Stanford ——————————————————————————––––––––––––————————————————————————————————
Jed Cyr–Board Treasurer Ward 3: Cupertino, Sunnyvale ——————————————————————————––––––––––––————————————————————————————————
Curt Riffle Ward 4: Cupertino, Los Altos, Mountain View, Sunnyvale ——————————————————————————––––––––––––————————————————————————————————
Karen Holman–Board Secretary Ward 5: East Palo Alto, Menlo Park, Mountain View, Palo Alto, Sunnyvale——————————————————————————––––––––––––————————————————————————————————
Larry Hassett Ward 6: Atherton, La Honda, Ladera, Loma Mar, Menlo Park, North Fair Oaks,
Pescadero, Portola Valley, Redwood City, West Menlo Park, Woodside——————————————————————————––––––––––––————————————————————————————————
Zoe Kersteen-Tucker–Board President Ward 7: El Granada, Emerald Lake Hills, Half Moon Bay, Montara,
Moss Beach, Redwood City, San Carlos, Woodside——————————————————————————––––––––––––————————————————————————————————
Executive Management
Ana María Ruiz–General Manager
Hilary Stevenson–General Counsel
Mike Foster–Controller
Susanna Chan–Assistant General Manager/Project Planning and Delivery
Brian Malone–Assistant General Manager/Visitor and Field Services
Stefan Jaskulak–Chief Financial Officer/Director of Administrative Services
Mission Statement——————————————————————————––––––––––––——————————————————————————————
To acquire and preserve a regional greenbelt of open space land in perpetuity, protect and restore the
natural environment, and provide opportunities for ecologically sensitive public enjoyment and education.
Coastside Protection Mission Statement——————————————————————————––––––––––––——————————————————————————————
To acquire and preserve in perpetuity open space land and agricultural land of regional significance,
protect and restore the natural environment, preserve rural character, encourage viable agricultural use
of land resources, and provide opportunities for ecologically sensitive public enjoyment and education.
6 Section 1 • Budget and Action Plan FY23
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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
Project Planning and Delivery
Assistant General Manager
Planning
Department
Real
Property
Department
Engineering
and
Construction
Department
Visitor and Field Services
Assistant General Manager
Visitor
Services
Department
Land and
Facilities
Department
Natural
Resources
Department
Finance and Administrative
Services
CFO-Director of
Administrative Services
Budget and
Analysis
Department
Information
Systems and
Technology
Department
Finance
Department
Human
Resources
Department
7Section 1 • Budget and Action Plan FY23
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FY23 Strategic Plan Goals and Objectives
The Strategic Plan was adopted by the Board of Directors in September 2011 and is updated annually based on the results
of an environmental scan. The FY23 Strategic Plan provides high-level direction for the annual Budget and Action Plan.
G O A L 1 Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––——————————————————————————————
Objective 1 – Continue implementation of the District’s Vision Plan and communicate progress on projects
through reporting results and building partner relationships ——————————————————————————––––––––––––——————————————————————————————
Objective 2 – Build and strengthen diverse partnerships to implement a collaborative and science-based
approach to regional environmental protection ——————————————————————————––––––––––––——————————————————————————————
Objective 3 – Build and strengthen relationships with legislators and other elected officials to advocate
environmental protection goals ——————————————————————————––––––––––––——————————————————————————————
Objective 4 – Preserve and connect open space and agricultural lands of local and regional significance ——————————————————————————––––––––––––——————————————————————————————
G O A L 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 ——————————————————————————––––––––––––——————————————————————————————
G O A L 3 Connect people to open space and a regional environmental protection vision ——————————————————————————––––––––––––——————————————————————————————
Objective 1 – Engage the public in realizing the benefits and responsibilities of a regional environmental
protection vision to further the District’s achievements in protecting open space and agricultural lands ——————————————————————————––––––––––––——————————————————————————————
Objective 2 – Implement diversity, equity, and inclusion (DEI) strategies to build and strengthen partnerships, increase
broad and inclusive public outreach and engagement, and instill DEI values across all levels of the organization ——————————————————————————––––––––––––——————————————————————————————
Objective 3 – Expand opportunities, including multimodal options, to equitably connect people to their public
open space preserves in balance with the protection of natural resources ——————————————————————————––––––––––––——————————————————————————————
Objective 4 – Reflect the diverse communities we serve in the District’s visitors, staff, volunteers, and partners ——————————————————————————––––––––––––——————————————————————————————
G O A L 4 Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––——————————————————————————————
Objective 1 – Provide the necessary resources, tools, training, and infrastructure, including technology upgrades
and capacity building ——————————————————————————––––––––––––——————————————————————————————
Objective 2 – Update the financial and operational sustainability model to guide operational growth and areas
of focus to effectively and efficiently deliver Vision Plan projects and priority initiatives ——————————————————————————––––––––––––——————————————————————————————
Objective 3 – Maintain a state of readiness for potential disruptions and leverage new resiliency practices and
procedures to improve business operations, public participation, and communications ——————————————————————————––––––––––––——————————————————————————————
Objective 4 – Remain financially sustainable by preparing for, pursuing, and ensuring discretionary funding
opportunities and partnerships——————————————————————————––––––––––––——————————————————————————————
Objective 5 – Ensure large capital expenses and land acquisitions, including associated public access and land
management costs, are evaluated within the long-term financial model and remain financially sustainable——————————————————————————––––––––––––——————————————————————————————
Objective 6 – Continue to recruit, develop and retain talented staff to implement the District's mission and
strengthen our organizational capacity——————————————————————————––––––––––––——————————————————————————————
8 Section 1 • Budget and Action Plan FY23
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Based on the Board-approved FY23 Strategic Plan Goals and Objectives, staff prepared the FY23, FY24 and FY25
Three-Year Capital Improvement and Action Plan, or CIAP, (included in Section 3) for Board approval. Below is a
summary of CIAP budget allocations by Strategic Plan goal and objective. Some objectives are not directly related
to a CIAP project and instead are captured in department’s operational activities.
Three-Year CIAP by Primary Goal and Objective
CIAP Summary by Primary Goal & Objective FY23 FY24 FY25 Three-Year Total
Goal 1, Objective 1 $82,239 $0 $0 $82,239
Goal 1, Objective 2 1,587,203 2,667,558 3,611,039 7,865,800
Goal 1, Objective 3*0 0 0 0
Goal 1, Objective 4 746,147 995,119 964,500 2,705,766
Goal 1 Total 2,415,589 3,662,677 4,575,539 10,653,805
Goal 2, Objective 1 705,551 836,400 1,136,400 2,678,351
Goal 2, Objective 2 3,584,279 3,959,980 3,689,618 11,233,877
Goal 2, Objective 3*0 0 0 0
Goal 2, Objective 4 1,421,000 1,605,880 1,424,800 4,451,680
Goal 2, Objective 5 334,250 247,000 175,500 756,750
Goal 2 Total 6,045,080 6,649,260 6,426,318 19,120,658
Goal 3, Objective 1*0 0 0 0
Goal 3, Objective 2 564,083 195,000 125,000 884,083
Goal 3, Objective 3 7,521,698 6,563,063 1,887,718 15,972,479
Goal 3, Objective 4*0 0 0 0
Goal 3 Total 8,085,781 6,758,063 2,012,718 16,856,562
Goal 4, Objective 1 3,250,100 1,190,000 817,000 5,257,100
Goal 4, Objective 2 30,000 0 0 30,000
Goal 4, Objective 3*0 0 0 0
Goal 4, Objective 4*0 0 0 0
Goal 4, Objective 5 1,642,154 1,818,000 630,000 4,090,154
Goal 4, Objective 6*0 0 0 0
Goal 4 Total 4,922,254 3,008,000 1,447,000 9,377,254
Total CIAP $21,468,704 $20,078,000 $14,461,575 $56,008,279
Three-Year CIAP by Secondary Goal and Objective
CIAP Summary by Secondary Goal & Objective FY23 FY24 FY25 Three-Year Total
Goal 1, Objective 1 $0 $0 $0 $0
Goal 1, Objective 2 294,000 50,000 0 344,000
Goal 1, Objective 3 25,000 30,000 20,000 75,000
Goal 1, Objective 4 13,000 198,969 197,718 409,687
Goal 1 Total 332,000 278,969 217,718 828,687
Goal 2, Objective 1 193,000 18,000 18,000 229,000
Goal 2, Objective 2 309,642 109,111 0 418,753
Goal 2, Objective 3 1,138,224 1,887,079 2,524,405 5,549,708
Goal 2, Objective 4 259,000 385,000 520,000 1,164,000
Goal 2, Objective 5 1,102,958 1,087,736 530,747 2,721,441
Goal 2 Total 3,002,824 3,486,926 3,593,152 10,082,902
Goal 3, Objective 1 174,151 20,000 50,000 244,151
Goal 3, Objective 2 2,162,600 1,681,000 1,318,500 5,162,100
Goal 3, Objective 3 1,585,135 2,569,316 3,334,010 7,488,461
Goal 3, Objective 4 50,000 50,000 50,000 150,000
Goal 3 Total 3,971,886 4,320,316 4,752,510 13,044,712
Goal 4, Objective 1 0 0 0 0
Goal 4, Objective 2 0 0 0 0
Goal 4, Objective 3 0 0 0 0
Goal 4, Objective 4 0 0 0 0
Goal 4, Objective 5 7,667,698 6,260,094 499,500 14,427,292
Goal 4, Objective 6 0 0 0 0
Goal 4 Total 7,667,698 6,260,094 499,500 14,427,292
Total CIAP $14,974,408 $14,346,305 $9,062,880 $38,383,593
*These Goals/Objectives are not directly associated with a CIAP project and instead are reflected in core programs or functions within departmental
operational activities—refer to department pages for list of core programs and functions.
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Regional Map
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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, 365 days a year, providing an extensive trail network
for low-impact recreation. Our programming connects people to nature through enriched experiences including
environmental interpretation, docent-led activities and volunteer opportunities.
By preserving, restoring and providing access to our region’s iconic, cultural, working and scenic landscapes,
Midpen lands offer us opportunities for health, climate resilience and refuge.
H I S T O RY
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.
G O V E R N A N C E
Midpen is governed by a seven-member publicly elected board of directors. Board members serve a four-year term
and represent a geographic ward of approximately equal populations. The board holds its regular public meetings
on the second and fourth Wednesdays of each month at 7 p.m., at the Midpen administrative office: 5050 El Camino
Real, Los Altos, CA.
S TA F F I N G
The staff currently includes over 190 employees in 11 departments: budget and analysis, engineering and
construction, finance, human resources, information systems and technology, land and facilities services, natural
resources, planning, public affairs, real property and visitor services.
For more information about Midpen, visit openspace.org.
Midpen At A Glance
Founded in 1972 More Than 65,000
Acres Preserved
250 Miles of Trails 26 Preserves
191 FTEs Over 2 Million
Visitors Per Year
$84 Million
Budget
770,000
Residents
Founded in 1972 More Than 65,000
Acres Preserved
250 Miles of Trails 26 Preserves
191 FTEs Over 2 Million
Visitors Per Year
$84 Million
Budget
770,000
Residents
11Section 1 • Budget and Action Plan FY23
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Demographics and Economic Statistics
The District encompasses over 550 square miles of land located in the County of Santa Clara (approximately 200
square miles out of 1,304), the County of San Mateo (approximately 350 square miles out of 744) and the County
of Santa Cruz County (approximately 2.6 square miles out of 607). The following is economic and demographic
information on Santa Clara and San Mateo Counties, representing the majority of Midpen’s constituency. Because
Midpen does not receive property tax revenue from the small amount of Santa Cruz County land that it holds,
information on Santa Cruz County is not included.
Demographics and Economic Statistics, Last 10 Fiscal Years
————————————————————————————
County of Santa Clara
Fiscal Year Population1 Personal
Income2
(in millions)
Per Capita
Personal
Income2
Median Age3 School
Enrollment4
County
Unemployment
Rate5
2012 1,834,926 $ 122,259 $66,535 36.6 270,109 9.0%
2013 1,863,975 130,624 70,151 36.7 273.701 7.6%
2014 1,887,079 141,874 74,883 37.0 276,175 6.1%
2015 1,911,670 158,729 82,756 37.2 276,689 4.6%
2016 1,928,438 170,673 88,920 37.0 274,948 4.0%
2017 1,937,008 190,002 98,032 37.1 273,264 3.5%
2018 1,943,579 209,020 107,877 37.2 271,400 2.9%
2019 1,944,733 223,625 115,997 37.4 267,224 2.6%
2020 1,945,166 * * * 263,449 10.7%
2021 1,934,171 * * * 253,625 5.2%
County of San Mateo
Calendar
Year
Population1 Personal
Income2
(in millions)
Per Capita
Personal
Income2
Median Age3 School
Enrollment4
County
Unemployment
Rate5
2012 737,002 $ 64,765 $ 87,523 39.6 93,674 7.0%
2013 747,550 65,656 87,501 39.3 93,931 5.7%
2014 754,234 71,027 93,802 39.4 94,567 4.2%
2015 761,621 78,525 102,639 39.8 95,187 3.3%
2016 767,099 82,681 107,670 39.5 95,502 3.3%
2017 769,401 90,766 118,047 39.9 95,620 2.9%
2018 770,927 98,568 128,230 39.9 95,103 2.5%
2019 771,160 102,803 134,107 39.9 94,234 2.2%
2020 771,061 * * * 93,554 10.8%
2021 765,245 * * * 90,315 5.0%
*Information not available
Data Sources
1 State of California Department of Finance –
https://dof.ca.gov/Forecasting/Demographics/Estimates/e-4-population-estimates-for-cities-counties-and-the-state-2011-2020-with-2010-census-benchmark-new/
2U.S. Department of Commerce Bureau of Economic Analysis
3 U.S. Census Bureau, American Community Survey
4 State of California Department of Education
5 State of California Employment Development Department, Labor Market Division
Notes: Starting fiscal year (FY) 2015-16 the District changed from a fiscal year end date of March 31st to June 30th.
As a result, FY2015-16 is a fifteen (15) month period rather than a twelve (12) month period.
12 Section 1 • Budget and Action Plan FY23
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Principal Employers
Most Current Year and Nine Years Ago
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County of Santa Clara
2021 2012
Employer Number of
Employees1
Rank Percentage
of Total
Employment
Number of
Employees2
Rank Percentage
of Total
Employment
Apple Computer, Inc. 25,000 1 2.60% 12,000 3 1.43%
Google LLC 25,000 2 2.60% 7,000 8 *
County of Santa Clara 20,638 3 2.15% 15,219 2 1.82%
Stanford University 15,314 4 1.59% 10,223 4 1.22%
Stanford Health Care 14,574 5 1.52% 5,813 9 1.01%
Tesla Motors Inc. 13,000 6 1.35% * *
Cisco Systems Inc. 12,740 7 1.32% 17,419 1 2.08%
Kaiser Permanente Northern California 12,442 8 1.29% 8,435 5 1.01%
City of San Jose 7,641 9 0.79% 5,400 10 0.65%
Intel Corporation 7,143 10 0.74% 7,001 7 0.84%
Lockheed Martin Space Systems Co. * * 7,383 6 0.88%
Total 153,492 15.95%95,893 10.94%
County of San Mateo 3
2021 2012
Employer Number of
Employees
Rank Percentage
of Total
Employment
Number of
Employees
Rank Percentage
of Total
Employment
Facebook, Inc. 17,000 1 4.14%* *
Genentech Inc. 12,000 2 2.93% 8,800 2 2.37%
United Airlines 7,894 3 1.92% 9,000 1 2.43%
Oracle Corp. 7,656 4 1.87% 7,000 3 1.89%
County of San Mateo 5,683 5 1.39% 5,836 4 1.57%
Gilead Sciences, Inc.4,190 6 1.02% 2,147 10 0.58%
YouTube 2,384 7 0.58%* *
Sony Interactive Entertainment 1,855 8 0.45%**
Robert Half International, Inc.1,642 9 0.40%**
Alaska Airlines 1,591 10 0.39%* *
Kaiser Permanente 3,927 5 1.06%
Visa, Inc. 3,708 6 1.00%
Dignity Health 2,832 7 0.76%
Mills-Peninsula Health Services 2,500 8 0.67%
Safeway, Inc. 2,250 9 0.61%
Total 61,895 15.09% 48,000 12.94%
*Information not available
Data Sources
1 Silicon Valley Business Journal, July 9-15, 2021
2 County of Santa Clara Finance Department. FY2011-12 CAFR
3San Francisco Business Times–2021 Book of Lists and California Employment Development Department
4Latest information available for principal employers in the County of San Mateo
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The Government Finance Officers Association (GFOA) of the United States and Canada presented a Distinguished Budget
Presentation Award to Midpeninsula Regional Open Space District for its annual FY22 budget. In order to receive this
award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a
financial plan, as an operations guide and as a communications device.
This award is valid for a period of one year only. We believe our current FY23 budget continues to conform to program
requirements and we are submitting it to GFOA to determine its eligibility for an award.
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Section 2
Budget Summary and Overview
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Budget Summary and Overview
The Midpeninsula Regional Open Space District’s (Midpen) Proposed FY23 Budget reflects Midpen’s priorities
established by the Board of Directors (Board) in December 2021 as part of its annual Strategic Plan update. Based
upon these priorities, staff prepared the FY23, FY24 and FY25 Three -Year Capital Improvement and Action Plan
(included in Section 3) for Board approval. Subsequently, staff developed a detailed budget by department and
fund which are included in the Budget Summary and Overview (Section 2) and Department Summaries (Section 4).
F Y 2 3 F I N A N C I A L O V E R V I E W
Midpen’s budget is comprised of the operating and capital budgets, land acquisition, and debt service, which are
funded by five distinct funds, four of which are major governmental funds:
——————————————————————————––––––––––––——————————————————————————————
Fund 10: General Fund Operating. This includes personnel costs, routine operational and maintenance
expenses, debt service, and non-capital projects (Fund 10 is a major fund).——————————————————————————––––––––––––——————————————————————————————
Fund 20: Hawthorns. This endowment fund may only be used for expenses required to maintain the value of
the property gifted to Midpen by the Woods family (Fund 20 is reported as part of Fund 10 General Fund in
audited financial statements).——————————————————————————––––––––––––——————————————————————————————
Fund 30: Measure AA Capital. Only capital projects and land acquisitions included in the top 25 priority Project
Portfolios in the Vision Plan are eligible for Measure AA (MAA) funding (Fund 30 is a major fund).——————————————————————————––––––––––––——————————————————————————————
Fund 40: General Fund Capital. This includes vehicles and equipment, facilities, and non-MAA capital projects
and land acquisitions (Fund 40 is a major fund).——————————————————————————––––––––––––——————————————————————————————
Fund 50: Debt Service Fund. This includes payments on all Midpen-issued debt, both public and private (Fund
50 is a major fund).——————————————————————————––––––––––––——————————————————————————————
Compared to most city and county government agencies, Midpen’s operating budget accounts for a much lower
percentage of the total budget (51%), reflecting the organization’s focus on project delivery. Capital projects and
land acquisition account for 20% of the budget and debt service totals 29%.
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The following table breaks out the revenue and expenses by fund. Each fund has either a balanced budget for FY23
or a positive change in fund balance. Once adopted, appropriations are made for all funds at the fund level.
FY23 Budget by Fund
FY23
Change in Fund Balance
Fund 10
General Fund
Operating
Fund 20
Hawthorns
Fund 30
Measure AA
Capital
Fund 40
General Fund
Capital
Fund 50
Debt Service
Total
Revenue
Property Tax Revenues $62,404,000 $5,496,000 $67,900,000
Grants (Awarded)668,294 2,764,399 3,432,693
Interest Income 681,000 20,000 311,000 31,000 1,043,000
Rental Income 1,357,783 1,357,783
Rental Income
(5050 El Camino Real)
250,000 250,000
Rancho San Antonio Agreement 402,544 402,544
Miscellaneous 100,000 100,000
Total Revenues 65,863,621 20,000 3,075,399 0 5,527,000 74,486,020
Other Funding Sources
Bond Reimbursements 7,331,715 7,331,715
Hawthorns Funds 17,200 17,200
Assigned Fund Balance Transfers 0
Committed for Infrastructure
Transfer
(5,400,000)(5,400,000)
Committed for Future
Acquisitions & Capital Projects
0
Committed for Capital
Maintenance
0
Committed for Parity Bonds
(Series B)
6,360,000 6,360,000
Committed for Promissory Note 1,500,000 1,500,000
General Fund Transfers (17,710,575) 6,930,600 10,779,975 0
Total Other Funding Sources (23,110,575)17,200 7,331,715 6,930,600 18,639,975 9,808,915
Grand Total: Revenues & Other
Funding Sources
42,753,046 37,200 10,407,114 6,930,600 24,166,975 84,294,935
Expenses
Operating 39,031,112 37,200 39,068,312
Labor Reimbursement (496,989) (496,989)
Capital & Projects 4,130,990 10,407,114 6,930,600 21,468,704
Debt Service (General Fund Debt) 18,639,975 18,639,975
Debt Service (Measure AA Debt) 5,303,513 5,303,513
Total Expenses $42,665,113 $37,200 $10,407,114 $6,930,600 $23,943,488 $83,983,515
Change in Fund Balance $87,933 $0 $0 $0 $223,487 $311,420
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Revenues
Midpen’s FY23 revenue estimate totals $74.5 million with the vast majority, 91% or $67.9 million, coming from property
tax receipts. This represents an increase of 6% from the prior year and reflects the continued robust real estate market
in the San Francisco Bay Area despite the COVID-19 pandemic. Grant revenue, for secured grants, is projected
to decrease by $1 million based on projected reimbursement requests, all of which excludes new grant applications.
Interest income is projected to increase by $0.3 million, and rental income and other is projected to increase by
$0.4 million because rental income will again be collected from 5050 El Camino now that the new Administrative
Office building is complete. The chart below provides a breakdown of projected FY23 revenue by source.
FY23 Revenue by Source
● Property Tax (91%)
● Grants (5%)
● Interest (1%)
● Rental Income and Other (3%)
Property Tax Grants Interest Rental Income
and Other
Total
Amount $67,900,000 $3,432,693 $1,043,000 $2,110,327 $74,486,020
Percent 91%5%1%3%100%
Total Revenue Trend
(in millions)
$ 75 ———————————————————————————————————————————————————————————————
70 ———————————————————————————————————————————————————————————————
65 ———————————————————————————————————————————————————————————————
60 ———————————————————————————————————————————————————————————————
55 ———————————————————————————————————————————————————————————————
50 ———————————————————————————————————————————————————————————————
45 ———————————————————————————————————————————————————————————————
40 ———————————————————————————————————————————————————————————————
35 ———————————————————————————————————————————————————————————————
30 ———————————————————————————————————————————————————————————————
25 ———————————————————————————————————————————————————————————————
20 ———————————————————————————————————————————————————————————————
15 ———————————————————————————————————————————————————————————————
10 ———————————————————————————————————————————————————————————————
5 ———————————————————————————————————————————————————————————————
0 ———————————————————————————————————————————————————————————————
FY19 Actual FY20 Actual FY21 Actual FY22 Estimated FY23 Projected
■ Property Tax ■ Grants ■ Interest ■ Rental Income and Other
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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)
$ 65 ———————————————————————————————————————————————————————————————
60 ———————————————————————————————————————————————————————————————
55 ———————————————————————————————————————————————————————————————
50 ———————————————————————————————————————————————————————————————
45 ———————————————————————————————————————————————————————————————
40 ———————————————————————————————————————————————————————————————
35 ———————————————————————————————————————————————————————————————
30 ———————————————————————————————————————————————————————————————
25 ———————————————————————————————————————————————————————————————
20 ———————————————————————————————————————————————————————————————
15 ———————————————————————————————————————————————————————————————
10 ———————————————————————————————————————————————————————————————
5 ———————————————————————————————————————————————————————————————
0 ———————————————————————————————————————————————————————————————
FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23
Actual Actual Actual Actual* Actual Actual Actual Actual Actual Estimated Projected
*FY16 reflects15 months of revenue due to changing the fiscal year start from April 1 to July 1.
Santa Clara Valley and the Peninsula continue to see high real estate prices where demand for housing exceeds
supply. Additionally, the maximum allowed inflation adjustment factor of 2% is applied to the base value of eligible
properties. Correspondingly, property tax revenues are projected to have a healthy growth rate of 6% from FY22 to
FY23 and 4% annually for the future years. The primary factors used in the projection of revenues are historical growth
in assessed valuation and new construction information, which are provided by the County Assessors’ offices in San
Mateo and Santa Clara counties.
2019-2023 General Fund Tax Revenue
Actual
FY19
Actual
FY20
Actual
FY21
Budget
FY22
Estimated
FY22
Budget
FY23
% Increase*
Santa Clara County
Current Secured $29,505,000 $31,381,565 $33,817,054 $34,877,836 $36,000,000 $38,664,000 7.4%
Current Unsecured 2,113,000 2,064,710 2,179,811 2,106,507 2,140,000 2,140,000 0.0%
Total Santa Clara County 31,618,000 33,446,275 35,996,866 36,984,343 38,140,000 40,804,000 7.0%
San Mateo County
Current Secured 13,868,000 14,369,471 15,836,224 16,803,074 17,100,000 18,297,000 7.0%
Current Unsecured 628,000 646,610 1,319,653 611,800 531,000 542,000 2.1%
Total San Mateo County 14,496,000 15,016,082 17,155,876 17,414,874 17,631,000 18,839,000 6.9%
Supplement + HOPTR 1,870,000 2,211,617 2,944,895 1,569,766 1,350,000 1,350,000 0.0%
Redevelopment 1,698,000 1,381,765 1,012,815 1,809,594 1,370,000 1,411,000 3.0%
Total Tax Revenue $49,682,000 $52,055,738 $57,110,452 $57,778,577 $58,491,000 $62,404,000 6.7%
*Percentage increase compares Budget FY22 to Estimated FY21.
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Expenditures
Midpen’s FY23 budget totals $84 million, reflecting an overall decrease from the FY22 adopted budget now that
the Administrative Office project is nearly complete. Also included is the addition of eight net regular full-time
positions and a separate allocation of limited-term interns to expand capacity in project and program delivery and
continue the organizational build-out outlined in the 2015 Financial and Operational Sustainability Model (FOSM).
The net total budget decrease is 6% as compared to the FY22 adopted budget.
The following table and chart provide a summary of the FY23 budget by fund.
Midpen Budget By Funding Source FY21
Actuals
FY22
Adopted
Budget
FY223
Proposed
Annual Budget
$ Change
From FY22
Adopted Budget
% Change
From FY22
Adopted Budget
Fund 10–General Fund Operating $33,667,718 $42,032,905 $42,665,113 $632,208 2%
Fund 20–Hawthorns 23,186 124,500 37,200 (87,300)- 70%
Fund 30–MAA Land/Capital 12,406,218 8,078,139 10,407,114 2,328,975 29%
Fund 40–General Fund Land/Capital 2,276,237 7,191,637 6,784,600 (407,037)- 6%
Fund 50–Debt Service 16,640,925 16,044,888 23,943,488 7,898,600 49%
Subtotal Midpen Budget 65,014,284 73,472,069 83,837,515 10,365,446 14%
Fund 40–General Fund Land/Capital
One Time Expenses
10,000,603 16,168,483 146,000 (16,022,483) - 99%
Total Midpen Budget $75,014,887 $89,640,552 $83,983,515 ($5,657,037)- 6%
FY23 Budget By Source
● Fund 10–General Fund Operating (51%)
● Fund 20–Hawthorns (<1%)
● Fund 30–MAA Land/Capital (12%)
● Fund 40–General Fund Land/Capital (8%)
● Fund 40–General Fund Land/Capital One Time Expenses (<1%)
● Fund 50–Debt Service (29%)
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The following chart depicts actual and projected expenditures over a five-year period by fund.
Expenditures Trend
(in millions)
$ 100 ——————————————————————————————————————————————————————————————
90 ——————————————————————————————————————————————————————————————
80 ——————————————————————————————————————————————————————————————
70 ——————————————————————————————————————————————————————————————
60 ——————————————————————————————————————————————————————————————
50 ——————————————————————————————————————————————————————————————
40 ——————————————————————————————————————————————————————————————
30 ——————————————————————————————————————————————————————————————
20 ——————————————————————————————————————————————————————————————
10 ——————————————————————————————————————————————————————————————
0 ——————————————————————————————————————————————————————————————
FY19 Actual FY20 Actual FY21 Actual FY22 Adopted FY22 Amended FY23 Projected
■ Fund 10–General Fund Operating ■ Fund 20–Hawthorns ■ Fund 30–MAA Land/Capital
■ Fund 40–General Fund Land/Capital ■ Fund 40–General Fund Land/Capital One Time Expenses
■ Fund 50–Debt Service
F U N D 1 0 – G E N E R A L F U N D O P E R AT I N G
The General Fund Operating budget increase of 2%, or $0.6 million, includes Salaries and Benefits as well as
Services and Supplies. Net Salaries and Benefits represent $1.8 million of the Fund 10 increase; this is due to the
newly proposed positions, the annualized cost of new positions that were added in FY22 (a total of 4 FTEs), and
annual salary step and benefit increases.
Services and Supplies decreased by $1.2 million. This reflects an increased effort to budget more in line with past
spending trends, as well as wrapping up the final 6 months of Midpen’s 50th Anniversary activities and no longer
carrying funds for the satellite Administrative Office rents and leases (three total) following the move into the new
Midpen-owned Administrative Office building. Although the overall budget for Services and Supplies is decreasing,
there are no reductions in services; the budget was carefully reviewed to reduce budgets that are typically
underspent.
F U N D 2 0 – H AW T H O R N S
The Hawthorns fund includes funding for fuel reduction and fire clearance work, as well as pest control work
to prevent deterioration of historic resources. Potential major work on the historical structures is awaiting Board
direction as Midpen completes structural assessments for each building to inform disposition options and costs.
Findings are expected to return to the Board in late 2022, at which time the Board may be ready to make long-term
use and management decisions for each structure. These decisions will generate future implementation projects with
budgets that will be added to this or future fiscal year workplans.
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F U N D 3 0 – M E A S U R E A A L A N D / C A P I TA L
The Measure AA (MAA) Capital Fund increase of 29%, or $2.3 million, in projected annual expenses reflects that
many of the MAA projects are proceeding into construction, incurring higher costs during the construction phase. In
total, the proposed CIAP includes 25 MAA projects, many of which are scheduled to be under construction, notably,
Bear Creek Redwoods Phase II Trail Improvements, Alpine Road Regional Trail in Coal Creek, and Bear Creek
Stables Repairs.
Additional projects include the conservation of important coastal agricultural and watershed lands, the Highway
17 Wildlife and Trail Crossing project, completion of the Alma College Cultural Landscape Rehabilitation project,
Restoration Forestry Demonstration, La Honda Creek White Barn Structural Rehabilitation, Paulin Culvert/Bridge
Improvements, and development of the Hawthorns Area Plan.
F U N D 4 0 – G E N E R A L F U N D L A N D / C A P I TA L
The General Fund Capital budget is decreasing by $16.4 million compared to the FY22 adopted budget. The
FY22 General Fund Capital included one-time improvements to the new Administrative Office to meet long-term
office space needs and support Midpen’s mission and MAA project delivery in perpetuity. The project is nearing
completion, with only final invoices expected in FY23. Midpen has been prudently setting aside funding since 2014
and reserving rental revenues through January 2021 to offset costs for this one-time expenditure.
If the expenses for the Administrative Office Project in FY22 are excluded, the FY23 General Fund Capital is
decreasing from the FY22 adopted budget by $0.4 million. A total of 12 projects in Fund 40 are in support
of MAA, of which five of them will become MAA eligible (and budgets/expenditures shifted to Fund 30) once
properties are purchased. One project is in support of a Vision Plan portfolio. Other projects will improve Midpen’s
business and data infrastructure; complete repairs and maintenance on Midpen residences, structures, roads and
trails; improve infrastructure to support the Conservation Grazing Program; and remove dilapidated structures to
restore sites to a natural condition.
F U N D 5 0 – D E B T S E R V I C E
The Debt Service Fund for FY23 increased by approximately $7.9 million from FY22, or 49%. In FY23, a large
debt service payment of $6.4 million will be made to retire the remaining balance of the 2017 Parity Bonds (Series
B) upon the 5-year call date in December. This is being paid by the proceeds from the sale of the 330 Distel Circle
building (the former main Administrative Office site).
E X P E N D I T U R E S U M M A RY
For FY23, operating expenses are expected to increase at a moderate rate; the inclusion of eight net regular full-
time positions and budgeting for nine limited-term positions and interns (two more than the prior year) supports
continued project implementation and delivery of Midpen’s mission to the public.
Consistent with Midpen’s practice over the last several fiscal years, land acquisitions will be budgeted if the
transaction has great certainty, otherwise the budget is amended at the time of purchase. The land budget only
accounts for appraisals and other costs associated with property purchase research and early negotiations.
The first table on the next page illustrates the breakdown of the FY23 budget by fund and breaks out the General
Fund between salaries and services and supplies. The second table on the next page breaks out the budget by
department. Additional budget information can be found on the individual department pages in Section 4.
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FY23 Budget by Fund and Expenditure Type
Midpen Budget by
Expenditure Category
FY21
Actuals
FY22
Adopted
Budget
FY23
Proposed
Budget
$ Change
From FY22
Adopted Budget
% Change
From FY22
Adopted Budget
Salaries and Benefits $25,389,444 $29,166,039 $30,815,915 $1,649,876 6%
Less: MAA Reimbursable Staff Costs (443,296)(669,235)(496,989)172,246 - 26%
Net Salaries and Benefits 24,946,148 28,496,804 30,318,926 1,822,122 6%
Services and Supplies 8,721,570 13,536,101 12,346,187 (1,189,914)- 9%
Total Operating Expenditures 33,667,718 42,032,905 42,665,113 632,208 2%
Hawthorns Operating 23,186 77,200 37,200 (40,000)- 52%
Hawthorns Capital 0 47,300 0 (47,300)- 100%
Total Hawthorns Expenditures 23,186 124,500 37,200 (87,300)- 70%
Measure AA Capital (Fund 30) 4,776,192 7,953,889 10,317,114 2,363,225 30%
General Fund Capital (Fund 40)2,194,384 6,557,637 6,273,600 (284,037)- 4%
General Fund Capital (Fund 40)–
One Time Expenses
10,000,603 16,168,483 146,000 (16,022,483)- 99%
Total Capital Expenditures 16,971,179 30,680,009 16,736,714 (13,943,295)- 45%
Measure AA Land and Associated
Costs (Fund 30)
7,630,027 124,250 90,000 (34,250)- 28%
General Fund Land and Associated
Costs (Fund 40)
81,853 634,000 511,000 (123,000)- 19%
Total Land and Associated Costs 7,711,880 758,250 601,000 (157,250)- 21%
Debt Service 16,640,925 16,044,888 23,943,488 7,898,600 49%
Total Debt Service (Fund 50)16,640,925 16,044,888 23,943,488 7,898,600 49%
Total Midpen Budget $75,014,887 $89,640,552 $83,983,515 ($5,657,037)- 6%
FY23 Budget by Department
Midpen Budget by
Department
FY21
Actuas
FY22
Adopted
Budget
FY23
Proposed
Budget
$ Change
From FY22
Adopted Budget
% Change
From FY22
Adopted Budget
Administrative Services Business Line $6,878,541 $8,034,942 $8,401,683 $366,741 5%
Engineering and Construction 4,647,560 10,467,335 11,420,286 952,951 9%
General Counsel 759,957 900,844 1,019,996 119,152 13%
General Manager 2,048,210 2,257,350 2,550,603 293,253 13%
Land and Facilities 11,169,593 13,913,278 13,832,383 (80,895)- 1%
Natural Resources 4,487,445 6,439,871 7,245,067 805,196 13%
Planning 2,503,370 3,381,012 3,042,686 (338,326)- 10%
Public Affairs 1,452,721 2,395,313 2,185,311 (210,002)- 9%
Real Property 8,524,305 1,667,766 1,520,275 (147,491)- 9%
Visitor Services 5,866,507 7,969,470 8,675,737 706,267 9%
Debt Service 16,676,075 16,044,888 23,943,488 7,898,600 49%
Total Midpen Budget 65,014,284 73,472,069 83,837,515 10,365,446 14%
One Time Expense:
Fund 40 Land/Buildings
10,000,603 16,168,483 146,000 (16,022,483)- 99%
Grand Total: Midpen Budget $75,014,887 $89,640,552 $83,983,515 ($5,657,037)- 6%
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Staffing
Midpen staffing for FY23 is budgeted for 191.45 Full Time Equivalents (FTE), representing a recommended increase
of eight net regular full-time positions as compared to the FY22 adopted staffing level of 183.45 FTEs. The FY23
budget also includes funds for nine limited-term positions and interns (or two more than budgeted for in FY22).
Activity since the inception of the Financial and Operational Sustainability Model (FOSM), which was approved in
2014 is summarized in the first table in this section. Consistent with the FOSM, the recommended new regular full-
time employees are within the agencywide anticipated total growth numbers. It is important to note that the FOSM
projections did not account for the notable rise in visitation levels that Midpen is experiencing with the opening of
new preserve areas nor the recent demands that have emerged due to climate change impacts, including the need
for a robust fire resiliency program.
A D M I N I S T R AT I V E S E R V I C E S B U S I N E S S L I N E
Diversity, Inclusion, and Equity (DEI) Program, Human Resources Management Analyst I/II (1 FTE)
This position was highlighted to the Board by the General Manager on December 9, 2021 as one of the 2021 DEI
recommendations brought forth from the staff DEI team focused on staff recruitment, hiring and development. The
position is part of the strategy for a more diverse workforce that will bring in expertise, new skillsets, and networks
for expanding Midpen’s DEI-focused outreach, recruitment, and staff training/development. They will develop and
build relationships and partnerships with a wider spectrum of professional career and trade associations, academic
institutions, and pipeline organizations to engage with new recruitment partners who will help Midpen broaden
its reach and tap into new prospective candidates from less conventional employment pools. They will also add
capacity to proactively outreach, attract, and remain in contact with qualified prospective candidates prior to
issuing recruitment announcements. Moreover, the position will bring added DEI expertise to inform and expand
staff training and development that is aligned with DEI goals and be a resource for the DEI staff committee, which
will be pursuing new DEI strategies and implementation actions in FY23.
Grants Program Management Analyst I/II (1 FTE)
Over the last four years, the Grants Program has demonstrated that Midpen projects are highly attractive to grant
funders and can leverage significant funding contributions. However, the Grants Program has now reached its
maximum limit based on current capacity. This new Management Analyst I/II position will expand Midpen’s
capacity to apply for and manage a new portfolio of grants, further leveraging Measure AA and General Fund
funding sources. Additionally, this position would add in-house federal grant experience, enabling Midpen to secure
and manage federal grants, opening up new funding sources for Midpen. The main duties would be to provide
detailed review of grant funding guidelines, with emphasis on federal grants and funding programs, to ensure fit
with Midpen goals and priorities and eligibility of Midpen projects and programs, as well as help staff apply for
and submit grant applications and reporting requirements. They will also support the annual budget process and
planning for inter-departmental coordination and resource loading and support documentation, reporting, and
annual work plan development.
L A N D & FA C I L I T I E S
Field Resource Specialist (1 FTE)
The Field Resource Specialist (FRS) position will be the second of two field positions responsible for implementing
the Wildland Fire Resiliency Program and resource management activities. This position complements the FRS hired
in 2021 by providing coverage across Midpen’s >60,000 managed acres. One FRS will cover the Skyline/Coastal
Area and the other position will cover the Foothills Area. The position will be responsible for planning, scheduling,
and leading fuel reduction activities, invasive species removal, natural resource surveys, mitigation monitoring, and
future prescribed burn activities. Working closely with other Midpen departments, the position will coordinate with
local, state, and federal authorities to capitalize on interagency partnerships and funding measures to implement
wildland fire program policies. The Field Resource Specialist will represent Midpen at public meetings and provide
reports and updates of program progress to the Board of Directors, fire agencies, local governments, tribes,
business groups and the public.
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Property Management Specialist I/II (1 FTE)
The Property Management Specialist I/II position will be responsible for managing the Conservation Grazing Program
and agricultural leases on the coastside, soliciting Requests for Proposals for agricultural operations, negotiating
leases, and ensuring that tenants follow Midpen policies, procedures, and lease requirements. This position will also
be responsible for planning, scheduling, contracting out, and overseeing the repairs and construction of agricultural
infrastructure projects (e.g., new well installations, fencing contracts, water lines, corrals, etc.). The position will
coordinate with the Natural Resources department on invasive species removal, including brush encroachment, within
grazing lands. This position will also update relevant GIS data to inventory and track agricultural infrastructure,
lease areas, and grazing pastures. Hiring an additional PMS I/II position, for a total of three PMS I/II positions
in the Land and Facilities Department, will allow a reorganization of responsibilities and allow one staff person to
concentrate fully on managing the conservation grazing program and other coastside agricultural operations on
Midpen lands and serve as the central point person for coastside agricultural tenant communications.
Resource Lead Open Space Technician (1 FTE)
Working under the direction of the Skyline Field Resource Specialist, the Lead Open Space Technician (Lead OST)
position will lead Midpen staff and local contractors in implementing projects and activities under the Wildland
Fire Resiliency Program. The position will also be responsible for performing field projects and activities in support
of Resource Management Program goals, including invasive weed removal, preparing monitoring reports for
restoration projects, performing biomonitoring activities during field projects, and coordinating with the Volunteer
Program Lead in Visitor Services to accomplish volunteer resource management projects within the Skyline and
Coastal Areas. The addition of a new Lead OST will establish each geographic area (Skyline/Coastal and Foothills
areas) with a Field Resource Specialist and Lead OST to expand Midpen’s ability for completing a greater number of
annual restoration, monitoring, and fuel reduction projects to meet natural resource management objectives.
Long Ridge Open Space Preserve (Karl Gohl)
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N AT U R A L R E S O U R C E S
Resource Management Specialist I/II – Vegetation (1 FTE)
The Resource Management Specialist I/II position in the Natural Resources Department -Vegetation Program will
support wildlands fuels and vegetation management needs and field projects within the expanded coastal land
holdings. Because of the high number of sensitive habitats and species that are carefully regulated throughout
coastal lands, most projects and land management actions require botanical surveys and biomonitoring during field
work to comply with permitting requirements from local, state and federal agencies. This position will support this
work directly and through consultant contract administration. Additionally, the position will bring added capacity
to lead restoration and management projects for restoring and enhancing habitats and populations of rare,
threatened, and endangered plants.
V I S I T O R S E R V I C E S
Ranger (1 FTE)
In 2019, Midpen added a Coastal Area Outpost (CAO) and assigned a supervisor and two rangers to report out of
the CAO, extending Midpen’s presence on the coastside; however, functionally, staffing does not allow for a clean
split from the Skyline area of responsibility. Therefore, staff assigned to the CAO are still functionally attached to the
Skyline Area for patrols and emergency response (i.e., there is a strong overlap of coverage, which often draws
most capacity to Skyline Area preserves given the higher levels of visitation and facilities within the Skyline area as
compared to the Coastal area). The recommended minimum staffing model for the coastside to have a dedicated,
standalone unit is to assign a Supervising Ranger, a lead ranger and five rangers to coastal lands. A new ranger
position was added in FY22 to begin establishing this separate unit. An additional ranger position will allow for the
separation of the two field units to have dedicated patrol and an established presence in each area, and to build
stronger bonds and relationships with neighbors, partners, and residents on the coastside.
Ranger (Overfill, 1 FTE)
Over the last four years Midpen has recruited at least once a year for rangers and this trend is expected to
continue. Filling a ranger vacancy takes 15-18 months, from recruitment to the time they are released from training
when they can patrol as a solo ranger. This includes interviews, background checks, meeting the requirements of the
conditional job offer, and completion of the ranger academy and Midpen field training program. Having an overfill
ranger would allow Midpen to place them in a vacant position immediately. If approved, every ranger recruitment
would include one FTE over hire unless the over hire position from prior recruitments remains filled. In other words,
if an over hire position is filled and transferred into an FTE position, then Midpen would refill the over hire during
the next round of recruitments for FTE positions. Additionally, the overfill position would allow Midpen to cover shift
vacancies. Ranger staffing is based on a seven-day-a-week shift coverage with very little room to absorb unexpected
vacancies or extended leaves of absence due to injury, family medical leave, or internal promotions. This position
would provide relief capacity for shift shortages or vacancies.
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FOSM Projections and Staffing Growth
Business Line FOSM
Projected
Growth by
2020
Positions
approved
through
2020
FOSM Projected
Growth between
2020 to 2045
Previously
approved
Recommended
New FY23
Permanent
Positions
Remaining
FOSM Projected
Positions through
2045
Planning and Project Delivery 10 to 13 10 TBD / 4 0 0 TBD / 4
Visitor and Field Services 20 to 25 29 37 to 45 3 6 28 to 36
Finance and Administrative
Services
9 to 11 11 6 to 8 0 2 4 to 6
General Manager’s Office 2 2 0 0 0 0
Total 41 to 51 52 43 to 57 3 8 32 to 46
Midpen staffing for FY23 is detailed by department in the table below.
Regular Positions by Department
Department
FY19
Amended FTE
FY20
Adopted FTE
FY21
Amended FTE
FY22
Adopted FTE
FY23
Proposed FTE
Change
from FY22
Modified
Administrative Services Business Line 25.25 26.25 26.25 27.25 29.25 2.00
Engineering and Construction 7.00 7.00 7.00 7.00 7.00 0.00
General Counsel 3.50 3.50 4.00 4.00 4.00 0.00
General Manager 8.00 8.00 8.00 8.00 8.00 0.00
Land and Facilities 56.30 57.30 57.30 59.30 62.30*3.00
Natural Resources 10.00 11.00 11.00 11.00 12.00 1.00
Planning 11.00 11.00 11.00 11.00 11.00 0.00
Public Affairs 6.00 8.00 7.00 7.00 7.00 0.00
Real Property 5.00 5.00 5.00 5.00 5.00 0.00
Visitor Services 41.90 42.90 42.90 43.90 45.90*2.00
Total FTE 173.95 179.95 179.45 183.45 191.45 8.00
* Includes Seasonal Open Space Technicians that equate to 8.3 FTEs in Land and Facilities and 1.9 FTE Seasonal Rangers and Ranger Aides in Visitor Services.
Interns and limited term positions are not included in the FOSM projections or the regular positions table. A separate table for interns and limited term positions is shown below.
Interns and Limited Term Positions by Department
Department
FY19 FY20 FY21 FY22 FY23 Change from
FY22
Administrative Services Business Line 1 1 1 0 2 2
Engineering and Construction 0 0 0 0 0 0
General Counsel 0 0 0 0 0 0
General Manager 0 0 0 0 0 0
Land and Facilities 0 0 0 0 0 0
Natural Resources 3 2 2 2 2 0
Planning 0 0 0 2 2 0
Public Affairs 2 0 0 2 3 1
Real Property 0 0 0 0 0 0
Visitor Services 0 1 1 1 0 - 1
Total 6 4 4 7 9 2
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I N T E R N S H I P P R O G R A M
Midpen’s Internship Program is designed to provide motivated college students and recent graduates with a unique
learning experience in local government. Interns can expect to work alongside and learn from seasoned Midpen
employees and contribute their talents to a variety of projects. Interns have opportunities to network with fellow interns
at Midpen and participate in professional development activities in San Mateo County and/or Santa Clara County.
Natural Resources Department (two interns)
The Wildlife Biology Intern will assist with essential projects and programs like the wildlife camera program, the
mountain lion collaring project, and wildlife monitoring, including purple martin monitoring at Mt. Thayer, California
red-legged frog monitoring and monitoring to support capital and routine work. The intern will also assist with
reviewing and preparing permits for outside researchers. Training will be provided in a variety of wildlife identification
and field survey techniques as well as desktop review of wildlife imagery and data entry and management.
The Conservation Biology Intern will assist with essential projects and programs like the Conservation Grazing
Program, Mitigation and Monitoring Programs, and capital improvement projects as a biological monitor. Training
will be provided in a variety of natural resource identification and field survey techniques. In addition, the incumbent
will assist with the Request for Qualifications and Proposals and/or Requests for Bids process as needed.
Human Resources Department (1 intern)
The Human Resources (HR) Intern will gain valuable work experience and exposure to various HR functions and the
public sector, including: recruitment, selection and retention activities; onboarding and offboarding employees; staff
training, staff development and recognition; research of employee benefits; HR metrics and demographics tracking,
analysis and reporting; policy research; assistance with compensation studies; data entry into the Human Resources
Information System (HRIS) and employee/customer service. Interns participate in the HR functions in the lifecycle of
Midpen employees and provide a myriad of HR support. The interns will receive feedback, coaching and practical
experience needed to advance as a professional in Human Resources.
Information Systems and Technology Department (1 intern)
The IST intern will be exposed to government information technology. They will gain applicable experience to
prepare them for an IT Technician job. This intern will also participate in new cybersecurity projects, software
integration and provide hands-on helpdesk support. In addition, they will be exposed to contracting and overall
IT management processes. The move to the new administrative office required additional IT systems and assets to
manage the ‘smart’ building, providing additional IT learning opportunities.
Planning (two interns)
Planning interns will be trained to conduct data collection/entry and site verification and photo documentation in
the field (50% - 60%), assisting Midpen Planners and GIS staff with critical projects such as the Trail Information
Project and Historic Resources Library/Database. The Planning Interns will also work on a broad range of duties,
responsibilities and assignments balancing field work, online research and analysis, the application of computer and
Geographic Information Systems (GIS) skills, and support and public meetings to round out their exposure to Planning.
Public Affairs (two interns)
Interns will be engaged with supporting outreach and event planning; editorial planning; digital content management;
and public/media relations planning. Interns will learn and practice project management skills; strategic content
creation; interviewing skills; and public engagement strategies.
The summer/fall Public Affairs interns will work on a wide variety of assignments and projects, including: research
and writing for publications; creating social media posts and campaigns; creating and updating website content;
drafting, proofreading and production of various informational materials; and special 50th Anniversary projects,
including working directly with graphic designers.
The winter/spring Public Affairs intern will work on a wide variety of assignments and projects, including: research and
writing for publications; creating social media posts and campaigns; creating and updating website content; drafting,
proofreading and production of various informational materials; and supporting governmental relations projects.
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F U T U R E G R O W T H I N S TA F F I N G
The 2015 FOSM initially projected growth in Midpen staffing from 2014 through 2020, with a second growth
phase from 2020 through 2045. Growth from 2014 through 2020 projects a total of up to 51 new positions. The
FOSM also projects growth in Midpen staffing between 2020 and 2045 of up to an additional 57 new positions.
Since December 2014, 52 new positions have been approved by the Board, completing the first growth phase.
Since June 2021, 3 new positions have been approved by the Board and 8 more are proposed now in the second
growth phase (57 positions). The above recommendations, if approved by the Board, would raise the total regular
new positions to 63.
Considering the magnitude of Midpen’s restructuring as of 2014, it has been important to spend time working
with the expanded organization to evaluate how the synergies among new capacities provide added efficiencies
and expand outside revenue sources. In FY23, almost 10 years after the 2015 FOSM study, Midpen is planning
to update the FOSM based on new information, commitments, programs, projects and acquisitions to provide an
updated roadmap with refreshed metrics to guide future growth. Based on the FOSM update and related reforecast
of Midpen’s 30-year financial model, future additional positions would be submitted for Board consideration as part
of new fiscal year budget approvals. Such additional position requests would remain consistent with the updated
FOSM projections and the re-forecasted 30-year fiscal model to ensure long-term financially sustainability.
C O M P E N S AT I O N A N D B E N E F I T S
Salaries and benefits make up the largest component of expenditures, estimated at 36% of total FY23 expenditures.
This category includes all personnel-related costs. Midpen has two represented groups: Midpeninsula Regional
Open Space District Field Employees Association and the newly created Midpeninsula Rangers Peace Officers
Association. The remaining unrepresented employees are Office, Supervisory and Management Employees.
Midpen’s Board-adopted Classification and Compensation Plan outlines all position titles, step range number (6-59),
and salary ranges, and is available on the organization’s website.
Midpen contracts with the California Public Employee's Retirement System for retirement pension benefits. Midpen’s
retirement formulas are 2.5% @ age 55 for “Classic” members and 2% @ age 62 for “New” members. Staff may
participate in optional deferred compensation plans.
Midpen provides health insurance coverage to all its full-time employees and their dependents. The health insurance
program is administered by CalPERS where a variety of medical plans are available for the employee’s selection.
There is also a cash-in-lieu benefit for those who opt out of a medical plan. Additional health benefits include full
dental insurance coverage for employees and their eligible dependents (Delta Dental), including 60% orthodontia
coverage, and full vision insurance for employees and their dependents (VSP).
Other insurances provided include Life, AD&D, Long Term Disability, supplemental life, SDI, paid family leave and
workers’ compensation. Additional benefits include a Midpen-paid employee assistance program, vacation starting
at 15 days per year, 4.5 days of personal leave per year, administrative leave (if eligible), 11 paid holidays and
up to 12 days of sick leave per year. Optional benefits that staff may take advantage of include flexible spending
plans, commuter check program, tuition reimbursement programs, and supplemental life insurance. In addition,
Midpen is a strong advocate for training and provides numerous opportunities for employees throughout the year.
Midpen pays $380 per month toward CalPERS retiree medical. By state law, Midpen pays all retirees the PEMHCA
minimum amount of $119 per month (a lifetime benefit).
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Hawthorns Fund
Hawthorns, a 79-acre historic estate named for the flowering hawthorn bushes that once lined its boundary, is one
of the last remaining islands of open space in residential Portola Valley. On November 10, 2011, Midpen received
a gift of the Hawthorns property and an endowment of $2,018,445 to manage the property in perpetuity.
The FY23 annual budget for the Hawthorns endowment totals $37,200, which is 70% lower than the FY22 adopted
budget. Capital repairs are on hold pending structural assessments that will inform disposition options and costs
and ultimately Board decisions on the long-term use and management of each structure. Other maintenance efforts
to mitigate deterioration and maintain defensible space as required by the Woodside Fire Protection District are
included in the $37,200 operating budget.
The endowment fund balance at the end of FY23 is projected to be $1,536,457 as shown below.
Hawthorns – Projected Cash Balance
Hawthorns: Endowment Fund Interest Income Expenditures Total Cash Balance
Hawthorns Fund Original Endowment $2,018,445
Actual: FY12 through FY17 $63,815 ($546,389)1,535,871
FY18 Actual 5,147 (40,412)1,500,606
FY19 Actual 63,321 (30,888)1,533,039
FY20 Actual 66,906 (12,838)1,587,107
FY21 Actual 13,500 (23,186)1,577,421
FY22 Estimated Actual 5,000 (38,450)1,553,657
FY23 Projected 20,000 (37,200)1,536,457
Projected Ending Balance $1,536,457
Windy Hill Open Space Preserve (Midpen Staff)
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Measure AA Projects
In June 2014, voters approved Measure AA (MAA), a $300 million general
obligation bond to protect natural open space lands; open preserves or areas of
preserves to the public; construct public access improvements such as new trails
and staging areas; and restore and enhance open space land, forests, streams,
watersheds and coastal ranch areas. Projects are grouped in 25 key project portfolios organized by geographic
area within the District’s boundaries.
Midpen began using MAA funds in 2014. FY23 will mark the nineth year of funding. As of June 30, 2022, an
estimated $77.6 million in MAA funds will be expended and the proposed FY23 budget brings the total to $85.1 million,
or 28.4% of the $300 million bond. The table below summarizes the estimated expenditures by project portfolio.
The expenditures relative to each portfolio allocation, including life-to-date estimate at June 30, 2022, the amounts
budgeted for FY23, and the amount remaining for each allocation net of grants awarded, are illustrated in the
Measure AA Projects Budget Overview graph below and the table on the following page.
Measure AA Expenditures by Portfolio
(in millions)
$ 0 5 10 15 20
FY15 Actual $5.4
FY16 Actual $15.3
FY17 Actual $16.9
FY18 Actual $12.0
FY19 Actual $10.9
FY20 Actual $8.0
FY21 Actual $12.4
FY22 Adopted $8.1
FY22 Amended $7.3
FY23 Projected $10.4
Total expenditures are not net of grants awarded.
Measure AA Expenditures by Portfolio
(in millions)
$ 60 ——————————————————————————————————————————————————————————————
50 ——————————————————————————————————————————————————————————————
40 ——————————————————————————————————————————————————————————————
30 ——————————————————————————————————————————————————————————————
20 ——————————————————————————————————————————————————————————————
10 ——————————————————————————————————————————————————————————————
0 ——————————————————————————————————————————————————————————————
01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
MAA Portfolio Number
■ Total Life-to-Date Through 6/30/22 ■ FY23 Budget
■ Remaining Portfolio Balance as of 6/30/23
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Measure AA Projects Budget Overview
Tier 1 Vision Plan Priority Actions
Although some of the portfolios show little or no expenditures to date, many projects are underway but are currently
a Vision Plan project until they are considered capital projects and hence MAA eligible. In addition, land purchase
costs are budgeted only upon Board approval. Information on all MAA accomplishments as of FY21 can be found
in the Measure AA Bond Annual Accountability Report.
MAA#Measure AA Portfolio Expenditure
Plan
(adopted 2014)
Total Life-To-Date
Estimate through
6/30/22
FY23
Proposed
Balance
Remaining
%
Expended
01 Miramontes Ridge: Gateway to the Coast Public
Access, Stream Restoration and Agriculture
Enhancement
$27,774,000 $594,632 $195,870 $26,983,498 2.8%
02 Regional: Bayfront Habitat Protection and Public
Access Partnership
5,052,000 3,414,739 125,086 1,512,175 70.1%
03 Purisima Creek Redwoods: Purisima-to-Sea Trail,
Watershed Protection and Conservation Grazing
7,608,000 6,557,786 407,367 642,847 91.6%
04 El Corte de Madera Creek: Bike Trail and Water
Quality Projects
8,376,000 966,168 0 7,409,832 11.5%
05 La Honda Creek: Upper Area Recreation, Habitat
Restoration and Conservation Grazing Projects
11,733,000 3,135,918 1,187,128 7,409,954 36.8%
06 Windy Hill: Trail Implementation, Preservation and
Hawthorns Area Historic Partnership
12,740,000 165,950 208,680 12,365,370 2.9%
07 La Honda Creek: Driscoll Ranch Public Access,
Endangered Wildlife Protection and Conservation
Grazing
14,825,000 12,477,538 13,794 2,333,668 84.3%
08 La Honda Creek/Russian Ridge: Preservation of
Upper San Gregorio Watershed and Ridge Trail
15,347,000 2,153,910 0 13,193,090 14.0%
09 Russian Ridge: Public Recreation, Grazing and
Wildlife Protection Projects
5,560,000 626,787 0 4,933,213 11.3%
10 Coal Creek: Reopen Alpine Road for Trail Use 8,017,000 602,419 3,105,526 4,309,055 46.3%
11 Rancho San Antonio: Interpretive Improvements,
Refurbishing, and Transit Solutions
10,811,000 213,233 25,000 10,572,767 2.2%
12 Peninsula/South Bay Cities: Partner to Complete
Middle Stevens Creek Trail
1,038,000 0 0 1,038,000 0.0%
13 Cloverdale Ranch: Wildlife Protection, Grazing
and Trail Connections
15,712,000 0 0 15,712,000 0.0%
14 Regional: Trail Connections and Campgrounds 3,966,000 0 0 3,966,000 0.0%
15 Regional: Redwoods Protection and Salmon
Fishery Conservation
50,728,000 3,110,818 0 47,617,182 6.1%
16 Long Ridge: Trail, Conservation and Habitat
Restoration Projects (Saratoga)
5,140,000 0 0 5,140,000 0.0%
17 Regional: Complete Upper Stevens Creek Trail 7,760,000 1,646,441 0 6,113,559 21.2%
18 South Bay Foothills: Saratoga-to-Sea Trail and
Wildlife Corridor
1,365,000 1,164,189 0 200,811 85.3%
19 El Sereno: Dog Trails and Connections 2,254,000 345,887 0 1,908,113 15.3%
20 South Bay Foothills: Wildlife Passage and Ridge
Trail Improvements
13,966,000 (61,396)799,381 13,228,015 5.3%
21 Bear Creek Redwoods: Public Recreation and
Interpretive Projects
17,478,000 13,726,079 1,574,883 2,177,038 87.5%
22 Sierra Azul: Cathedral Oaks Public Access and
Conservation Projects
6,714,000 1,006,860 (192,328)5,899,468 12.1%
23 Sierra Azul: Mount Umunhum Public Access and
Interpretive Projects
27,972,000 21,814,838 0 6,157,162 78.0%
24 Sierra Azul: Rancho de Guadalupe Family
Recreation
10,078,000 1,591,996 0 8,486,004 15.8%
25 Sierra Azul: Loma Prieta Area Public Access,
Regional Trails and Habitat Projects
7,986,000 2,397,239 0 5,588,761 30.0%
TOTAL MAA Bond $300,000,000 $77,652,031 $7,450,387 $214,897,582 28.4%
MAA Portfolio numbers do not coincide with Regional Map locations 1-26.
Total life-to-date and proposed expenditures are net of grants awarded.
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Vision Plan
Through a comprehensive community engagement process and a thorough resource assessment, Midpen developed
54 priority action portfolios focused on the various legs of the mission: land protection, habitat restoration, low-
intensity recreation, and support of local agriculture. These were prioritized by the public and approved by
Midpen’s Board of Directors in January 2014 as a slate of 25 high-priority project portfolios (now identified as
MAA portfolios) and 29 additional portfolios to be completed as time and resources allow.
Vision Plan Goals ——————————————————————————––––––––––––——————————————————————————————
1. Outdoor Recreation and Healthy Living: Provide accessible open space lands for recreation and outdoor
exercise in nature.——————————————————————————––––––––––––——————————————————————————————
2. Cultural and Scenic Landscape Preservation: Conserve the area’s scenery and rich history; provide places for
escape and quiet enjoyment.——————————————————————————––––––––––––——————————————————————————————
3. Healthy Nature: Take care of the land, air, water and soil so that plants and animals thrive and people can
receive nature’s benefits.——————————————————————————––––––––––––——————————————————————————————
4. Connecting with Nature and Each Other: Provide opportunities for people to learn about and appreciate the
natural environment and to connect with nature and each other.——————————————————————————––––––––––––——————————————————————————————
5. Viable Working Lands: Provide viable working lands that reflect our agricultural heritage and provide food
and jobs.——————————————————————————––––––––––––——————————————————————————————
The 54 priority actions portfolios identified in the Vision Plan were separated into two tiers.
Tier 1 represents the top 25 priority actions identified in the Vision Plan (see previous page for a full list of MAA
portfolios).
Tier 2 includes longer-term priority
actions as identified in the Vision
Plan.
This map identifies the location
of both Tier 1 and Tier 2 priority
actions, followed by a list of Tier
2 action locations and names.
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T I E R 2 V I S I O N P L A N P R I O R I T Y A C T I O N S
Portfolio Location and Name
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26 Pulgas Ridge: Regional and Neighborhood Trail Extensions——————————————————————————––––––––––––——————————————————————————————
27 Miramontes Ridge/Purisima Creek Redwoods: Coastside Environmental Education Partnerships——————————————————————————––––––––––––——————————————————————————————
28 Miramontes Ridge/Purisima Creek Redwoods: Mills Creek /Arroyo Leon Watershed Protection, Stream
Restoration, and Regional Trail Connections——————————————————————————––––––––––––——————————————————————————————
29 Regional: Advocate to Protect Coastal Vistas of North San Mateo County Coast——————————————————————————––––––––––––——————————————————————————————
30 Regional: Support California Coastal Trail——————————————————————————––––––––––––——————————————————————————————
31 Miramontes Ridge/Purisima Creek Redwoods: Fire Management and Risk Reduction——————————————————————————––––––––––––——————————————————————————————
32 Tunitas Creek: Additional Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––——————————————————————————————
33 Purisima Creek Redwoods: Parking and Repair Projects——————————————————————————––––––––––––——————————————————————————————
34 Teague Hill: West Union Creek Watershed Restoration Partnership——————————————————————————––––––––––––——————————————————————————————
35 Peninsula and South Bay Cities: Major Roadway Signage——————————————————————————––––––––––––——————————————————————————————
36 Regional: Collaborate to Restore San Francisquito Creek Fish Habitat——————————————————————————––––––––––––——————————————————————————————
37 Peninsula and South Bay Cities: San Francisquito Creek Restoration Partnership——————————————————————————––––––––––––——————————————————————————————
38 Ravenswood: Cooley Landing Nature Center Partnership——————————————————————————––––––––––––——————————————————————————————
39 La Honda Creek/El Corte de Madera Creek: San Gregorio Watershed and Agriculture Preservation Projects——————————————————————————––––––––––––——————————————————————————————
40 Regional: San Andreas Fault Interpretive Trail Program——————————————————————————––––––––––––——————————————————————————————
41 Rancho San Antonio: Hidden Villa Access and Preservation Projects——————————————————————————––––––––––––——————————————————————————————
42 Regional: Advocate to Protect Coastal Vistas of South San Mateo County Coast——————————————————————————––––––––––––——————————————————————————————
43 Lower Pomponio Creek: Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––——————————————————————————————
44 Lower Pescadero Creek: Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––——————————————————————————————
45 Skyline Subregion: Fire Management and Forest Restoration Projects——————————————————————————––––––––––––——————————————————————————————
46 Skyline Ridge: Education Facilities, Trails, and Wildlife Conservation Projects——————————————————————————––––––––––––——————————————————————————————
47 Monte Bello: Campfire Talks and Habitat Projects——————————————————————————––––––––––––——————————————————————————————
48 Gazos Creek Watershed: Redwood Preservation, Long-distance Trails, Fish Habitat Improvements——————————————————————————––––––––––––——————————————————————————————
49 Saratoga Gap: Stevens Canyon Ranch Family Food Education Projects——————————————————————————––––––––––––——————————————————————————————
50 Picchetti Ranch: Family Nature Play Program——————————————————————————––––––––––––——————————————————————————————
51 Fremont Older: Historic Woodhills Restoration and Overall Parking Improvements——————————————————————————––––––––––––——————————————————————————————
52 Peninsula and South Bay Cities: Los Gatos Creek Trail Connections——————————————————————————––––––––––––——————————————————————————————
53 Sierra Azul: Expand Access in the Kennedy-Limekiln Area——————————————————————————––––––––––––——————————————————————————————
54 Sierra Azul: Fire Management——————————————————————————––––––––––––——————————————————————————————
Midpen’s Vision Plan Report and appendices can be found online at:
openspace.org/what-we-do/our-vision
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Debt Service
L E G A L D E B T L I M I T
The legal debt limit for Midpen is based on Section 5568 of the California Public Resources Code, which states that
for the purpose of acquiring land or other property, and for constructing or completing any capital improvements,
Midpen may incur an indebtedness not to exceed 15% of the assessed valuation of property situated in the District.
As of June 30, 2022, the assessed value of all property within the District’s jurisdictional boundaries totaled
$317.768 billion, resulting in a legal debt limit of $47.665 billion.
In 2017 and 2018, both Standard & Poor’s and Fitch Ratings awarded AAA ratings to Midpen’s new 2017 Green
Refunding Bonds, the 2017 Parity Bonds, and the 2018 General Obligation Bonds. Midpen’s Refunding Promissory
Notes and Bonds remain at AAA, and the 2011 District’s Revenue Bonds are rated AA+ by both ratings agencies.
O U T S TA N D I N G D E B T O B L I G AT I O N S
As of June 30, 2021, Midpen had the following outstanding debt obligations:
Outstanding Debt Obligations
Type of Debt Maturity Actual Interest Rate Authorized and
Issued
Outstanding as of
June 30, 2022
2012 Refunding Promissory Notes*2033 3% to 5.44%$8,705,601 $7,035,601
2015 Refunding Promissory Notes 2034 2% to 5%23,630,000 18,185,000
2016 Green Refunding Bonds 2039 3% to 5%57,410,000 40,510,000
2017 Green Refunding Bonds 2038 3% to 5% 25,025,000 25,025,000
2017 Parity Bonds 2028 5%11,220,000 7,450,000
Promissory Note 2023 5%1,500,000 1,500,000
General Fund 127,490,601 99,705,601
2015 General Obligation Bonds 2045 1.5% to 5%45,000,000 39,685,000
2018 General Obligation Bonds 2049 2% to 5%50,000,000 44,890,000
Measure AA Fund 95,000,000 84,575,000
Total Debt $222,490,601 $184,280,601
* The 2024–2029 and 2035–2042 maturities of the 2012 Revenue Bonds were refunded through Midpen’s 2017 Green Bonds.
G E N E R A L F U N D B O N D
2012 Revenue Refunding Bonds
On January 19, 2012, Midpen advance refunded $34.7 million in 1999 Lease Revenue Bonds by issuing
$34.265 million in promissory notes. The notes are a blend of current interest and capital appreciation notes
maturing through 2042. The net proceeds of $33.396 million were used to purchase U.S. government securities,
which were deposited in an irrevocable trust with an escrow agent to provide for all future debt service payments
on the 1999 Series bonds. As a result, the 1999 Series bonds are considered to be defeased and the liability for
those bonds has been removed from the long-term debt in the financial statements.
2015 Refunding Promissory Notes (2004 Project Lease)
On January 22, 2015, Midpen refunded $31.9 million of the District’s Financing Authority’s 2004 Revenue Bonds
by issuing $23.63 million in promissory notes. The net proceeds of $30.9 million, together with $2.3 million of
funds related to the 2004 Revenue Bonds, were used to purchase U.S. government securities. Those securities were
deposited in an irrevocable trust with an escrow agent to redeem the 2004 Revenue Bonds in full on March 1, 2015.
37Section 2 • Budget and Action Plan FY23
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2016 Green Bonds Refunding
On September 22, 2016, Midpen refunded $44.1 million of the District Financing Authority’s 2007 Series A
Revenue Refunding Bonds and advance refunded $19.1 million of the District Financing Authority’s 2011 Revenue
Bonds by issuing $57.4 million in Green Bonds Refunding. The net proceeds of $24.0 million were deposited in an
irrevocable trust with an escrow agent to redeem the 2011 Revenue Bonds in full on September 1, 2021
2017 Green Bonds Refunding (Series A)
On December 13, 2017, Midpen advance refunded $11.6 million of the 2012 Revenue Bonds Current Interest Notes
and $8.9 million of the 2012 Revenue Bonds Capital Appreciation Notes by issuing $25.025 million in Green Bonds
Refunding. The net proceeds of $28.3 million were deposited in an irrevocable trust with an escrow agent to redeem
the 2012 Revenue Bonds in full on September 1, 2022.
2017 Parity Bonds (Series B)
On December 13, 2017, Midpen issued $11.22 million of Parity Bonds to finance a portion of the cost of acquiring
and improving staffing facilities to establish the new South Area Field Office and to refurbish the newly acquired
Administrative Office. The net proceeds of $12.5 million were deposited into the Project Fund. The remaining balance
is expected to be paid off in FY23 with the proceeds from the sale of the former Administrative Office building.
Promissory Note
On April 1, 2003, Midpen entered into a $1.5 million promissory note with the Hunt Living Trust as part of a lease
and management agreement. The note is due in full on April 1, 2023 and bears interest at 5.5% semi-annually
through April 1, 2013 and 5% per annum until the maturity, or prior redemption, of the note.
General Fund Annual Debt Service
(in millions)
$ 20 ———————————————————————————————————————————————————————————————
18 ———————————————————————————————————————————————————————————————
16 ———————————————————————————————————————————————————————————————
14 ———————————————————————————————————————————————————————————————
12 ———————————————————————————————————————————————————————————————
10 ———————————————————————————————————————————————————————————————
8 ———————————————————————————————————————————————————————————————
6 ———————————————————————————————————————————————————————————————
4 ———————————————————————————————————————————————————————————————
2 ———————————————————————————————————————————————————————————————
0 ———————————————————————————————————————————————————————————————
FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34 FY35 FY36 FY37 FY38 FY39 FY40
■ 2012 Refunding Notes ■ 2015 Refunding Notes ■ 2016 Refunding Green Bonds
■ 2017 Green Bonds (Series A Refunding 2012s) ■ 2017 Parity Bonds (Series B)
■ Promissory Note
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Five-Year General Fund Debt Projection
Type of Debt FY23 FY24 FY25 FY26 FY27
2012 Refunding Notes $461,825 $0 $0 $0 $0
2015 Refunding Notes 1,967,125 1,995,750 1,990,875 2,002,750 1,996,250
2016 Green Bonds 5,818,575 5,852,325 5,893,575 5,678,075 5,457,200
2017 Green Bonds (Series A Refunding 2012s)1,022,200 1,022,200 1,022,200 1,343,950 1,342,075
2017 Parity Bonds (Series B)7,795,250 0 0 0 0
Promissory Note 1,575,000 0 0 0 0
Total 18,639,975 8,870,275 8,906,650 9,024,775 8,795,525
Total General Fund Principal 14,495,000 5,415,000 5,730,000 6,145,000 6,225,000
Total General Fund Interest 4,144,975 3,455,275 3,176,650 2,879,775 2,570,525
Grand Total $18,639,975 $8,870,275 $8,906,650 $9,024,775 $8,795,525
M A A B O N D F U N D
MAA Tax Levy
Debt service payments on the MAA Bonds are paid through ad valorem taxes on all taxable property within the
District. The District receives property tax revenue from Santa Clara and San Mateo counties. The counties are
responsible for assessing, collecting and distributing property taxes in accordance with state law. Each year, the
levy is calculated based on the assessed value and the debt service amount that Midpen needs to collect.
The evolution of the tax levy is as follows:
——————————————————————————––––––––––––——————————————————————————————
2015-16 $.0008 per $100 of assessed valuation——————————————————————————––––––––––––——————————————————————————————
2016-17 $.0006 per $100 of assessed valuation——————————————————————————––––––––––––——————————————————————————————
2017-18 $.0009 per $100 of assessed valuation——————————————————————————––––––––––––——————————————————————————————
2018-19 $.0018 per $100 of assessed valuation——————————————————————————––––––––––––——————————————————————————————
2019-20 $.0016 per $100 of assessed valuation——————————————————————————––––––––––––——————————————————————————————
2020-21 $.0015 per $100 of assessed valuation——————————————————————————––––––––––––——————————————————————————————
2021-22 $.0015 per $100 of assessed valuation——————————————————————————––––––––––––——————————————————————————————
2022-23 $.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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3
FY2
4
FY2
5
FY2
6
FY2
7
FY2
8
FY2
9
FY3
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FY3
1
FY3
2
FY3
3
FY3
4
FY3
5
FY3
6
FY3
7
FY3
8
FY3
9
FY4
0
FY4
1
FY4
2
FY4
3
FY4
5
FY4
6
FY4
7
FY4
8
FY4
9
FY4
4
Measure AA Annual Debt Service
(in millions)
$ 6 ———————————————————————————————————————————————————————————————
5 ———————————————————————————————————————————————————————————————
4 ———————————————————————————————————————————————————————————————
3 ———————————————————————————————————————————————————————————————
2 ———————————————————————————————————————————————————————————————
1 ———————————————————————————————————————————————————————————————
0 ———————————————————————————————————————————————————————————————
■ Measure AA 2015 Series A (Tax-Exempt) ■ Measure AA 2018 Series GO Green Bonds
Five-Year Measure AA Debt Projection
FY23 FY24 FY25 FY26 FY27
Measure AA 2015 Series A (Tax-Exempt)$2,575,913 $2,570,788 $2,573,163 $2,567,913 $2,569,913
Measure AA 2018 Series GO Green Bonds 2,727,600 2,730,200 2,721,350 2,720,600 2,717,350
Total 5,303,513 5,300,988 5,294,513 5,288,513 5,287,263
Total Measure AA Principal 1,895,000 1,980,000 2,070,000 2,170,000 2,280,000
Total Measure AA Interest 3,408,513 3,320,988 3,224,513 3,118,513 3,007,263
Grand Total $5,303,513 $5,300,988 $5,294,513 $5,288,513 $5,287,263
40 Section 2 • Budget and Action Plan FY23
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Grants Program
Midpen recognizes that it cannot accomplish its mission alone. The ambitious vision set forth by MAA requires the
organization to think strategically about how to broaden its impact in partnership with the conservation community
and leverage existing revenue sources to augment funding gaps.
To address this need, in early 2017, Midpen created a formal Grants Program focused on increasing grant funding
for the organization and deepening its relationships with external partners. The objective of the Grants Program
is to bring in additional revenue to fulfill MAA obligations, work in concert with partner organizations to build the
collective impact of the conservation community and remain responsive to community needs and trends.
Over the long-term, the goal is to build a diverse portfolio of external revenue sources and engage more deeply and
collaboratively with partners. As part of its effort to build these relationships, Midpen has expanded its Grantmaking
Program, which provides modest conservation grants to partners working on projects that align with Midpen’s mission.
To this end, Midpen increased its investment in this program and broadened the categories of eligible funding to
align with the organization’s current priorities. In FY23, Midpen will expand the capacity of the Grants Program,
which is currently at it limits, and also add expertise to apply for, and manage, Federal grants as this will provide a
new source of additional grant funding for the organization and its projects.
Midpen will continue to build the capacity of the Grants Program, work collaboratively with its partners and strategically
align grant awards with Midpen’s mission. In the short term, the Grants Program will refine these goals, build institutional
knowledge about grants among staff and focus on small-scale successes to demonstrate the value of the program.
General Fund Balance
The projected FY23 Total Fund Balance in the General Fund is increasing primarily due to the expected proceeds from
the sale of the old Administrative Office building. Of note, some funds are shifting from unassigned to committed in
preparation for future capital expenditures in FY24 and beyond. The chart below shows the flow of non-expended funds.
Projected General Fund Balance
FY18 Actual FY19 Actual FY20 Actual FY21 Actual FY22 Projected FY23 Budget
Nonspendable $35,968 $185,984 $205,929 $291,297 $291,297 $291,297
Restricted 1,466,982 3,962,747 5,527,352 7,875,733 9,186,005 9,186,005
Committed 55,300,000 29,288,465 33,518,465 40,587,084 39,387,084 36,927,084
Assigned — 1,400,000 710,000 2,891,390 2,891,390 2,891,390
Unassigned 16,306,537 16,515,392 16,978,717 17,973,643 23,389,041 25,936,974
Total Fund Balance $73,109,487 $51,352,588 $56,940,463 $69,619,147 $75,144,817 $75,215,550
Minimum Unassigned Fund Balance*$13,722,600 $14,493,900 $15,616,700 $17,133,100 $17,547,300 $18,721,200
*Calculated as 30% of total annual Fund 10 property tax revenues.
General fund balances include Fund 10 General Fund and Fund 20 Hawthorns Fund, as presented in Midpen’s audited financial statements.
41Section 2 • Budget and Action Plan FY23
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Treatment of Non-Expended Funds Flowchart
C H A N G E I N F U N D B A L A N C E
Midpen maintains a balanced budget by ensuring that annual operating revenues are equal to or greater than
annual operating expenses, general fund capital expenses and debt service obligations.
The FY23 projected balance in each fund is based on FY22 projected fund balances at fiscal year-end; audited
financial statements are not available at the time of budget development.
The change in fund balance for Fund 30 is due to the projected $32 million new bond proceeds, projected to be
issued in FY23. A balance is maintained in Fund 50 due to an offset in timing between property tax collection and
debt service payments.
The following table depicts the change in fund balance.
Projected Change in Fund Balance
Fund 10
General Fund
Operating
Fund 20
Hawthorns
Fund 30
MAA Capital
Fund 40
General Fund
Capital
Fund 50
Debt Service
Total
FY21 Audited Fund Balance $68,146,467 $1,472,680 $22,134,964 $482,524 $4,229,931 $96,466,566
Change in Fund Balance 5,559,120 (33,450)196,532 0 269,337 6,024,989
FY22 Projected Balance $73,705,587 $1,439,230 $22,331,496 $482,524 $4,499,268 $102,458,105
Change in Fund Balance 87,933 (17,200)32,000,000 0 223,487 32,311,420
FY23 Projected Balance $73,793,520 $1,422,030 $54,331,496 $482,524 $4,772,755 $134,752,325
Fund 10 General Fund and Fund 20 Hawthorns Fund are presented in Midpen’s audited financial statements as the General Fund.
Fund 20 Hawthorns Fund is called out separately as part of the Budget and Action Plan for clarity and tracking.
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Treatment of
Non-Expended Funds
Fund 20:
Hawthorns
Fund 30:
Measure AA
Capital
Fund 50:
Debt Service
Fund 40:
General Fund
Capital
Fund 10:
General Fund
Operating
Restricted Assigned Unassigned
Long-Range Financial Planning
I N T E N T I O N S A N D A S S U M P T I O N S
This Long-Range Financial Plan looks forward for five years, projecting revenues and expenditures, while testing the
financial resiliency of Midpen beyond FY23. Information is included for the two prior year actuals for reference.
Annual revenues are based on the Controller’s conservative revenue projections; property taxes are expected to
grow at 4% each year throughout the forecast years. Estimated one-time revenue of $10 million in FY22 represents
the anticipated sale of the former administrative office property.
Expenditures include salaries and benefits, inflated at 5% per year beginning in FY24 and the inclusion of four new
FTEs per year at various salary ranges, which is a conservative assumption for modeling purposes while noting that
actual FTE requests fluctuate each year as evidenced by no requests in FY21 and a request for 8 FTEs in FY23 (note:
these positions are being considered for approval by the Board). Additional annual expenditures include services
and supplies inflated at 5% per year, capital expenditures in the General Fund and MAA Fund at 5% per year, land
acquisition in the General Fund at 2.5% per year and known one-time expenditures in the General Fund. Annual debt
service payments reflect higher principal and interest from new bond proceeds, projected to be issued in FY23 and FY26.
Long-Range Financial Plan
(in thousands)
FY21
Actual
FY22
Projected
FY23
Budget
FY24
Projected
FY25
Projected
FY26
Projected
FY27
Projected
Fund balance beginning $100,899 $96,467 $102,458 $134,752 $128,582 $122,353 $140,908
Revenue
Property Taxes 62,545 64,052 67,900 70,735 73,851 77,580 81,781
Grant Income 2,816 4,428 3,433 4,233 3,375 800 800
Interest Income 1,979 698 1,043 1,053 1,064 1,075 1,086
Rental Income 1,909 1,239 1,608 1,876 1,895 1,914 1,933
Other Revenues 1,396 495 503 503 511 519 524
One-Time Revenues 0 10,000 0 0 0 0 0
Total Revenues 70,646 80,911 74,486 78,399 80,695 81,888 86,124
Other Funding Sources
Use of Bond Proceeds 0 3,634 7,332 0 0 0 0
New Bond Proceeds & Debt Service Premiums 0 0 32,000 0 0 32,000 0
Transfers In / (Out)0 7,246 2,460 0 0 0 0
Total Other Funding Sources 0 10,880 41,792 0 0 32,000 0
Grand Total: Revenues & Other Funding Sources 70,646 91,791 116,278 78,399 80,695 113,888 86,124
Expenses
General Fund, Hawthorns & GF Capital (10, 20 & 40)
Salaries and Benefits 24,946 27,941 30,319 31,835 33,427 35,098 36,853
Salaries and Benefits (4 add’l FTEs per year)0 0 0 625 1,313 2,068 2,895
Total Salaries and Benefits 24,946 27,941 30,319 32,460 34,740 37,166 39,748
Services and Supplies 8,745 11,354 12,383 13,126 13,914 14,749 15,634
General Fund Capital Outlay 2,194 4,689 6,274 6,000 6,300 6,620 6,950
General Fund Land Acquisition 82 307 511 250 256 263 269
Other One-Time Expenditures 10,001 18,196 146 0 1,000 6,000 1,000
General Fund, Hawthorns & GF Capital Total 45,968 62,486 49,633 51,836 56,210 64,798 63,602
Measure AA Fund (30)
Measure AA Funded Capital Outlay 4,776 6,975 10,317 9,312 7,262 6,972 6,972
Measure AA Land Acquisition 7,630 293 90 9,250 9,250 9,250 9,250
Measure AA Fund Total 12,406 7,268 10,407 18,562 16,512 16,222 16,222
Debt Service Fund (50)
Debt Service 16,641 16,045 23,943 14,171 14,201 14,313 14,083
Total Expenses $75,015 $85,800 $83,984 $84,570 $86,924 $95,333 $93,907
Net changes in fund balance ($4,369)$5,992 $32,294 ($6,170)($6,229)$18,555 ($7,782)
Fund Balance Ending
General Fund $68,146 $73,706 $73,794 $81,694 $87,818 $87,774 $91,999
Hawthorns Endowment Fund 1,473 1,439 1,422 1,347 1,272 1,197 1,122
Measure AA Capital Projects Fund (Bond Proceeds)22,135 22,331 54,331 39,852 26,465 43,043 27,621
General Fund Capital Projects Fund (Bond Proceeds)483 483 483 483 483 483 483
Debt Service Fund 4,230 4,499 4,723 5,256 6,316 8,412 11,902
Fund balance ending $96,467 $102,458 $134,752 $128,582 $122,353 $140,908 $133,126
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C O N C L U S I O N S
Beginning FY23 cash balances, estimated at a total of $102.5 million, and future projected revenues are adequate
to cover projected debt service, operating expenses, capital expenditures, and reserve requirements. Ending FY27
cash balances are estimated at a total of $133.1 million. Midpen’s long-term financial projections indicate that the
proposed FY23 budget is balanced, sustainable and aligned with Midpen’s long-term plans and objectives.
Delivering on Midpen’s Mission
A G R I C U LT U R E
In keeping with Strategic Plan Goal 1, Objective 4: preserve open space and agricultural lands of local and regional
significance and Goal 2, Objective 5: support the viability of sustainable agriculture and character of rural communities,
Midpen has prioritized 18 projects to support regional agriculture and sustain conservation grazing on District lands
such as the Purisima-to-the-Sea Habitat Enhancement and Water Supply Improvement Plan and Red Barn Roof Repair.
D I V E R S I T Y
In support of Goal 3, Objective 2: engaging diverse communities, Midpen has prioritized 21 projects to connect
diverse communities to their public open space preserves, including the Rancho San Antonio Multimodal Access
and ADA Barrier Removal projects. In addition to the 21 projects to connect diverse communities to their open
space preserves, Midpen programs expand outreach to diverse communities through our grantmaking program,
community partnerships, sponsorships and other activities. For more details on Midpen’s Diversity, Equity, and
Inclusion (DEI) initiatives, refer to page 45, 46 and 57.
W I L D L A N D F I R E R E S I L I E N C Y
In support of Goal 2, Objective 4: Climate change has created a new wildfire reality in California: fires are becoming
more frequent and catastrophic. In response, Midpen has prioritized nine fire prevention projects, including an
emphasis on fuels reduction and wildland fire readiness. Projects include Fuel Reduction Implementation and the
Wildland Fire Resiliency Program projects.
Climate Action Plan
C L I M AT E A C T I O N P L A N O V E R V I E W
The Board adopted the Climate Action Plan and Climate Change Policy in October 2018 to chart a course for
reducing greenhouse gas (GHG) emissions from agency operations. The plan and policy identify Midpen’s goals
for reducing GHG emissions as follows: 20% below 2016 baseline by 2022, 40% by 2030 and 80% by 2050.
Midpen has made significant progress in reducing GHG emissions—24% as of the 2020 GHG inventory—but
continued, innovative action is still necessary to stay on track for the more ambitious 2030 and 2050 goals.
Actions taken in FY23 will focus on vehicle emissions through replacement with energy efficient vehicles, commute
options to reduce employee-generated emissions related to travel-to-work, and development of a fleet action plan
to transition away from fossil fuel reliant vehicles. Minor energy efficient improvements are also planned for a few
Midpen owned houses. Moreover, Midpen is planning a study of soil treatment to increase rangeland carbon
sequestration within grasslands that are managed as part of the conservation grazing program. The following table
describes these and other Climate Action Plan items that will be implemented in FY23.
The Climate Action Plan and past greenhouse gas inventory reports can be found on Midpen’s website at
openspace.org/climate.
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FY23 Climate Action Plan Implementation Actions
Climate Action Plan Item Budget*Department
Commute-4: Continue incentives for employees commuting via carpool, public transit,
bike, or walking
$30,000 Administrative Services
Vehicles-X: As patrol vehicles are up for replacement, replace with diesel or lower
emissions options whenever possible
$433,000 Land and Facilities
Vehicles-14: Purchase carbon offsets for business flights $1,000 Natural Resources
Vehicles-X: Develop a transition plan to decarbonize Midpen’s fleet $50,000 Land and Facilities
Residences-3: Make basic energy efficiency upgrades to a few residences e.g.
weather stripping, insulation, and double-paned windows.
$33,000 Land and Facilities
Transportation-3: Assess options for installing EV chargers at preserve parking lots $0*Land and Facilities,
Engineering and Construction
Livestock-3: Implement carbon sequestration projects identified in carbon farming plan $50,000 Natural Resources
*Staff time only: Midpen recognizes staff time as an indirect cost of implementing the Climate Action Plan actions.
M O N I T O R I N G P R O G R E S S
To track progress towards the climate change goals, staff conduct a GHG inventory every two years to measure
emissions and assess change over time. The latest inventory, of 2020 emissions, showed that Midpen reduced emissions
by 24% from 2016 to 2020, meeting the 2022 goal early. Operational adjustments during to the COVID-19 pandemic
contributed to reductions in 2020, primarily due to administrative staff working from home. When it was safe to return
to the office in late 2021, policies were revised to make a hybrid work schedule the norm for administrative staff,
most of whom now commute to the office only two or three times per week. The use of renewable diesel, which
started in late 2018, also greatly reduced emissions from Midpen’s diesel-engine equipment and vehicles. The next
inventory (counting emissions from calendar year 2022) will be conducted in early 2023.
Diversity, Equity, and Inclusion
D I V E R S I T Y, E Q U I T Y, A N D I N C L U S I O N O V E R V I E W
On March 23, 2016, the Board adopted policy 6.08 “Equality, Diversity and Inclusion”, reflecting the commitment
“to supporting equality, diversity, and inclusion of all facets of society, the principles of which include fairness of
treatment, recognition of rights, acceptance of responsibilities, commitment to equality, and dedication to expanding
opportunities for all.” On June 22, 2016, the Board formed a Diversity Outreach Ad Hoc Committee to enhance
Board member involvement in increasing outreach to and participation of diverse communities. The Committee’s
Board-approved goals included:
——————————————————————————––––––––––––——————————————————————————————
Goal1. Promote the District and its interpretive programs through collaborative partnerships with diverse
community organizations. ——————————————————————————––––––––––––——————————————————————————————
Goal 2. Engage with communities through public meetings and other means to increase awareness about the
District and its projects.——————————————————————————––––––––––––——————————————————————————————
Goal 3. Reflect the diversity of the surrounding community in District activities and functions. ——————————————————————————––––––––––––——————————————————————————————
Goal 4. Expand existing partnerships and enter into new, non-traditional partnerships to complete projects and
improve programs that serve a diverse community.——————————————————————————––––––––––––——————————————————————————————
The Committee provided guidance on several initiatives, including consideration of a citizen advisory committee,
outreach training for the Board, a visitor use survey, development of a youth engagement plan, expansion of the
Visitor Services programs, expanded employee training and broader recruitment outreach, and creation of a Board
policy on diversity. The goal of the initiatives, now completed, was to emphasize the value of diversity and expand
Midpen’s own diversity awareness.
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In the late spring and summer of 2020, as the nation was in the midst of a dramatic reckoning with race and
systemic injustices, Midpen responded by reaffirming its stance on the value of Diversity, Equity, and Inclusion (DEI)
and adopting Resolution 21 -11, upholding Midpen’s “long-standing values of diversity, equity, and inclusion and
condemning discrimination, hate, and bigotry in all forms.” In addition, the General Manager formed two staff DEI
teams, one focused on Community, Outreach, and Partnerships and the second focused on Hiring, Recruitment, and
Staff Development to further the Midpen’s DEI work, consistent with the Midpen’s mission, Board policy, and Board-
adopted Strategic Plan Goals and Objectives.
The following strategies and implementation actions were identified and prioritized based on various
considerations, including anticipated level of beneficial impact; level of urgency; level of initial and long-term
staffing resources needed; cost; implementation duration; and synergy with existing Midpen programs and
initiatives. Each strategy below includes a list of potential supporting implementation actions.
Diversity, Equity, and Inclusion Strategy and Implementation Actions
Community Outreach and Partnerships Recommendations Strategies Staff Recruitment, Hiring, and Development Strategies
1. Further integrate DEI into all aspects of District culture and workflow 1. Form a standing DEI staff team
2. Confirm community DEI needs as they relate to the District’s work 2. Update Board Policy 6.08, Equality, Diversity, and Inclusion
(2016)
3. Connect more intentionally with DEI organizations and programs 3. Establish more internships opportunities
4. Expand existing District programs 4. Train and expand guidance for hiring panels and seek diverse
panel representation
5. Partner with schools and educational institutions 5. Provide cultural competency training for staff
6. Improve outreach strategies to better reach all communities,
including underserved/underrepresented demographics
6. Consider a recruitment specialist position in Human Resources
focused on DEI
A sustained commitment and effort involving all levels of the organization to pursue the strategies and implementation
actions listed above will further Midpen efforts in advancing its DEI goals. Many of these strategies and implementation
actions can be folded into current operations, while others will require additional funding and allocated resources.
As this work continues, the expectation is that DEI goals will be infused in all aspects of Midpen practices,
procedures, workflow, and culture and will evolve as Midpen’s knowledge in DEI work expands. The first phase
of recommended action items are included in the FY23 Budget, and Capital Improvement and Action Plan (CIAP),
which includes the addition of a Management Analyst I/II in the Human Resources Department specifically for the
DEI program and a new CIAP project, Diversity, Equity, and Inclusion Program Actions (Section 3). Subsequent
phases will be programmed in later fiscal year as funding and capacity allow.
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Budget Process
Midpen’s annual budget development process begins in December each year. An annual public retreat, the Board
reviews and updates Midpen’s Strategic Plan, based on the findings of an environmental scan, and reviews prior-year
accomplishments. Staff then begins capacity planning for ongoing projects and proposed new projects. In March, the
Board holds a second public retreat with executive management and department managers to establish priorities for
the upcoming fiscal year and provide staff with strategic direction regarding the CIAP.
Departments begin developing the annual CIAP in February/March in accordance with Board priorities, and budgets
are developed in March. The individual department budgets and CIAPs are consolidated in March/April and
reviewed by executive management before being presented to the Action Plan and Budget Committee in April/May.
The Board conducts its initial review and public hearing of the proposed Annual Budget and Action Plan in May and
formally adopts it in June.
In addition to holding these public retreats and meetings, Midpen puts together public advisory committees as needed
to incorporate community input for particular topics of high interest. Examples include the Community Advisory
Committee that helped develop the Vision Plan and the La Honda Public Access Working Group that worked with staff
on the La Honda Parking and Trailhead Access Feasibility Study.
Following the second Board retreat in March, Midpen staff always review and update the draft CIAP to ensure a
realistic projection of work that can be completed with available staff and funding. As a result, the following project
changes were made:
Projects Adjustments:——————————————————————————––––––––––––——————————————————————————————Pescadero Sediment TMDL Implementation (project split off into two new projects): ——————————————————————————––––––––––––————————————————————————————
Pescadero Watershed Sediment Reduction Implementation——————————————————————————––––––––––––————————————————————————————
San Gregorio Water Quality Improvement Plan——————————————————————————––––––––––––——————————————————————————————
Projects added:——————————————————————————––––––––––––——————————————————————————————Cybersecurity Implementation ——————————————————————————––––––––––––——————————————————————————————
IT Master Plan Update ——————————————————————————––––––––––––——————————————————————————————
Spooky Knoll Trail/new Hwy 17 Trail Connections ——————————————————————————––––––––––––——————————————————————————————
Wildland Fire Resiliency Partnership Project——————————————————————————––––––––––––——————————————————————————————Cloverdale Road and Trail Renovation——————————————————————————––––––––––––——————————————————————————————
Pescadero Watershed Sediment Reduction Implementation——————————————————————————––––––––––––——————————————————————————————
San Gregorio Water Quality Improvement Plan——————————————————————————––––––––––––——————————————————————————————
CEQA Review for IPM Program——————————————————————————––––––––––––——————————————————————————————Upper Oil Creek Redwood Land Conservation——————————————————————————––––––––––––——————————————————————————————
El Mirador Land Conservation——————————————————————————––––––––––––——————————————————————————————
Transfer of Upper Alpine Road from San Mateo County——————————————————————————––––––––––––——————————————————————————————
Native Plant -Pollinator Demonstration Garden——————————————————————————––––––––––––——————————————————————————————La Honda Parking and Trailhead Access – Implementation——————————————————————————––––––––––––——————————————————————————————
La Honda Event Center Area Plan——————————————————————————––––––––––––——————————————————————————————
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44 Section 2 • Budget and Action Plan FY23
Budget Development Process
• Develop Environmental Scan
• Update Strategic Goals
• Board Retreat #1
• Project Scoping
• Resource Loading
• Measure AA Reprioritization, as needed
• Develop Capital Improvement and Action Plan (CIAP)
• Board Retreat #2
• Initialize Budget in NWS
• Finalize OpEx/CapEx Budgets and CIAP
• Review Budget and CIAP with Managers/AGMs/CFO
• Review Budget and CIAP with GM
• Present Budget and CIAP to ABC Committee
• Follow-up Presentations to ABC (if needed)
• ABC Approves Budget and CIAP
• Board‘s Initial Review of Budget and CIAP
• Board Adopts Budget and CIAP
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.——————————————————————————––––––––––––——————————————————————————————
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Strategic
Planning
(Nov-Jan)
Action Plan
Development
(Nov-Mar)
Budget
Preparation
(Jan-Apr)
Board
Review
(Apr-Jun)
Budget Management Process
(Fiscal Year Starting July 1)
• Departments are expected to review YTD operating and capital budgets
throughout the fiscal year to ensure that expenditures are trending to adopted
budget
• Budget and Analysis sends quarterly budget performance reports to departments
• General Manager may approve net-zero adjustments over $15,000
• AGM’s may approve net-zero adjustments up to $15,000
• Department managers may approve net-zero adjustments within
their departments up to $10,000
• GM must report to the board any adjustments greater than 5% in
the following accounts: Expenses/Annexation, Special Agreements,
Insurance, Travel Expenses and Personal Development
• Budget and Analysis staff presents quarterly budget adjustment
requests to the Board for approval
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.
B U D G E T P O L I C Y 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.
D E B T M A N A G E M E N T P O L I C Y 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.
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Monitoring
Budget
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(Quarterly)
GM Review
Board
Approval
44 Section 2 • Budget and Action Plan FY23
F U N D B A L A N C E P O L I C Y v
During 2014, the Board adopted the Fund Balance Policy to provide adequate funding to meet Midpen’s short-term
and long-term plans, provide funds for unforeseen expenditures related to emergencies such as natural disasters,
strengthen the financial stability of the organization against present and future uncertainties, such as economic
downturns and revenue shortfalls, and maintain an investment-grade bond rating. This policy has been developed,
with the counsel of the Midpen auditors, to meet the requirements of GASB 54.
The components of Midpen’s fund balance are as follows:
——————————————————————————––––––––––––——————————————————————————————
Nonspendable fund balance includes amounts that cannot be spent either because they are not in spendable
form, e.g., prepaid insurance, or because of legal or contractual constraints. At all times, Midpen shall hold
fund balance equal to the sum of its nonspendable assets.——————————————————————————––––––––––––——————————————————————————————
Restricted fund balance includes amounts that are constrained for specific purposes which are externally
imposed by constitutional provisions, enabling legislation, creditors or contracts.——————————————————————————––––––––––––——————————————————————————————
Committed fund balance includes amounts that are constrained for specific purposes that are internally imposed
by the government through formal action of the highest level of decision-making authority and do not lapse at
period end. ——————————————————————————––––––––––––——————————————————————————————
Assigned fund balance includes amounts that are intended to be used for specific purposes that are neither
restricted nor committed. Such amounts may be assigned by the General Manager if authorized by the Board to
make such designations. Projects to be funded by assigned funds require the approval of the General Manager. ——————————————————————————––––––––––––——————————————————————————————
Unassigned fund balance includes amounts within the general fund which have not been classified within the
above categories. The Board shall designate the minimum amount of unassigned fund balance which is to be
held in reserve in consideration of unanticipated events that could adversely affect the financial condition of
Midpen and jeopardize the continuation of necessary public services. The minimum amount of unassigned fund
balance is calculated as 30% of the Budgeted General Fund Tax Revenue. Any spending from this minimum
general fund reserve requires the approval of the Board. Any such spending will be reimbursed within two
years. If such reimbursement exceeds 5% of the Budgeted General Fund Tax Revenue, the Board may decide
to limit the reimbursement at 5% and extend the reimbursement period beyond two years, as needed. The
minimum reserve amount calculation will be reviewed annually as part of the annual budget process.——————————————————————————––––––––––––——————————————————————————————
Midpen uses restricted/committed amounts to be spent first when both restricted and unrestricted fund balance is
available unless there are legal documents/contracts that prohibit doing this, such as a grant agreement requiring
dollar-for-dollar spending. Additionally, Midpen would first use committed, then assigned and lastly unassigned
amounts of unrestricted fund balance when expenditures are made.
I N V E S T M E N T P O L I C Y 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.
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Picchetti Ranch Open Space Preserve by (Curt Bianchi)
Section 3
Capital Improvement and Action Plan
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Capital Improvement and Action Plan Overview
This section of the budget, the Capital Improvement and Action Plan, provides multiyear budget information and
a consolidated view of the major projects and activities at Midpen. Projects with budgets of $50,000 or more
over their lifetime are highlighted in this section. Projects below this threshold are noted at the beginning of each
program as supporting projects and are also included in Section 4: Department Summary objective tables.
Midpen’s CIAP forms the fiscal year work program and includes the projects and key initiatives that the organization
will pursue and for which it will dedicate staff and financial resources. FY23-FY25 projects are limited to those that
begin or have activity in FY23, FY24, or FY25 and potentially continue as multiyear projects. However, the Board
continues to adopt the budget one fiscal year at a time. Budgets for FY24 and beyond are preliminary.
The FY23 CIAP contains a total of 95 key projects, of which 26 projects, or 27%, are eligible for Measure AA
reimbursement, a general obligation bond funding source that was approved by the voters in 2014. There are 6 less
projects proposed in FY23 as compared to FY22 adopted. The FY24 CIAP contains a total of 91 projects, of which 26
projects, or 29%, are eligible for MAA reimbursement. The FY25 CIAP contains a total of 68 projects, of which 23 projects,
or 29%, are eligible for MAA reimbursement. Per past experience, Midpen assumes that unexpected shifts/delays in project
timelines due to unforeseen circumstances will continue to occur each fiscal year. Leaving some capacity in future fiscal
years will accommodate these project shifts/delays and provide capacity for new projects in the latter years that are
unknown at this time (e.g., new partnership opportunity, new land purchase opportunity). For these reasons, it is
reasonable to see the total count in project numbers drop slightly year over year under the three-year CIAP.
Midpen staff prepared the FY23-FY25 CIAP in accordance with the Board’s Priority Setting Retreat on March 3,
2022, resulting in the following projects spread throughout Midpen’s four Programs:
FY23 CIAP by Program FY24 CIAP by Program FY25 CIAP by Program
● Land Acquisition and Preservation ● Natural Resource Protection and Restoration
● Public Access, Education and Outreach ● Assets and Organizational Support
From a funding perspective, 60% of the FY23 CIAP projects are capital projects or land acquisition while the
remaining 40% are included in the operating budget. Whereas for FY24, 65% of the CIAP projects are capital
projects or land acquisition while the remaining 35% are included in the operating budget. For FY25, 64% of the
CIAP projects are capital projects or land acquisition while the remaining 36% are included in the operating budget.
22%
12%
40%26%
18%9%
40%
34%
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FY23, FY24, and FY25 CIAP Projects by Program and Fund
Fund Fiscal Year Land Acquisition
and Preservation
Natural Resource
Protection and
Restoration
Public Access,
Education, and
Outreach
Assets and
Organizational
Support
Grand Total
10 – General Fund
Operating
FY23 0 22 5 11 38
FY24 0 18 6 8 32
FY25 0 18 5 5 28
Total 0 58 16 24 98
20 – Hawthorns Fund
FY23 0 0 0 0 0
FY24 0 0 0 1 1
FY25 0 0 0 1 1
Total 0 0 0 2 2
30 – Measure AA
Capital
FY23 2 11 13 0 26
FY24 0 12 14 0 26
FY25 0 10 13 0 23
Total 2 33 40 0 75
40 – General Fund
Capital
FY23 9 5 7 10 31
FY24 8 6 11 7 32
FY25 9 6 9 2 26
Total 26 17 27 19 89
Grand Total
FY23 11 38 25 21 95
FY24 8 36 31 16 91
FY25 9 34 27 8 78
Total 28 108 83 45 264
In FY23, 12 of the 31 total projects in Fund 40 are in support of MAA, of which five of them will become MAA
eligible (and budgets/expenditures shifted to Fund 30) once the properties are purchased. Acquisition projects in
particular are rarely listed as MAA projects until the purchase is complete (or certain) given the speculative nature of
land purchase projects during the research, due diligence, and early negotiation phase of the work.
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FY23-FY25 CIAP Budget
The FY23-FY25 Three-Year CIAP identifies the capital and operating projects and associated costs for FY23 through
FY25 and provides funding of $56 million over the next three years.
The CIAP is funded by the General Fund, Measure AA general obligation bonds, the Hawthorns Fund and grants.
The CIAP lists the capital and operating projects by program.
Midpen’s budget typically excludes new land purchase funding, for which a corresponding budget adjustment to
fund the purchase will be included when new land acquisitions are presented to the Board for approval. However,
associated land costs, such as surveys, appraisals, legal services, environmental planning and studies are included
in the FY23-FY25 budget.
Three-Year CIAP by Program*
CIAP Summary by Program FY23 FY24 FY25 3-Year Total
Land Acquisition and Preservation**$563,500 $375,000 $473,000 $1,411,500
Natural Resource Protection and Restoration 5,421,374 7,513,740 7,249,847 20,184,961
Public Access, Education and Outreach 10,952,940 10,053,760 5,463,728 26,470,428
Assets and Organizational Support 4,530,890 2,135,500 1,275,000 7,941,390
Total CIAP $21,468,704 $20,078,000 $14,461,575 $56,008,279
*FY23/FY24/FY25 projects are limited to those that begin or have activity in FY23, FY24, or FY25 and potentially continue as multiyear projects.
**The land budget does not include title and purchase costs and only accounts for appraisals and other costs associated with property purchase research and early
negotiations. Land purchase costs for titles or easements are budgeted upon approval by the Board.
Three-Year CIAP Funding Sources
CIAP Summary by Funding Source FY23 FY24 FY25 3-Year Total
Fund 10 – General Fund Operating $3,462,696 $2,618,280 $2,716,200 $8,797,176
Fund 20 – Hawthorns 0 303,000 95,500 398,500
Fund 30 – Measure AA Capital 7,642,715 5,519,076 4,262,375 17,424,166
Fund 40 – General Fund Capital 6,930,600 7,029,500 4,012,500 17,972,600
Grants/Partnerships/Other 3,432,693 4,608,144 3,375,000 11,415,837
Total CIAP $21,468,704 $20,078,000 $14,461,575 $56,008,279
I C O N S
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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Preservation
Natural Resource
Protection and Restoration
Public Access, Education
and Outreach
Assets and
Organizational Support
Agriculture Diversity Wildland Fire Resiliency Coastside
Supports Climate Action
Plan implementation
Project has an ongoing impact
on the operating budget
Grant Funded
With the support of the Grants Program, additional revenue is secured annually to support Midpen’s mission,
leveraging existing financial resources to relieve financial resources to relieve funding gaps and ensure project
delivery. A summary of CIAP projects with awarded external funding sources is included below. Grants applied for
but not yet awarded are not included in the budget or the table below. Additional capacity with the addition of a
Grants Management Analyst is expected to increase the number of grants in the future.
Grant Income
Project #Project Name Grant/Partnership/Other FY23 FY24 FY25 3-Year Total
61023 Los Gatos Creek Watershed–
Wildland Fire Resiliency
Wildlife Conservation
Board (WCB)
$300,000 $825,000 $375,000 $1,500,000
61028 SCC Forest Health & Wildfire
Wildland Fire Resiliency
SCC Forest Health and
Wildfire Resilience Program
364,000 0 0 364,000
80065 IPM Implementation of Santa
Clara Valley Water District Grant
D2: Revitalize Stream,
Upland and Wetland Habitats
4,294 0 0 4,294
MAA03-002 Purisima Upland Site Clean up
and Soil Remediation
CalRecycle Farm & Ranch
Clean-up Grant
77,480 0 0 77,480
MAA03-005 Purisima-to-the-Sea Trail and
Parking Area–Phase I Feasibility
Study
Coastal Conservancy
Grant
60,763 0 0 60,763
MAA10-001 Alpine Road Regional Trail,
Coal Creek
Santa Clara County
Stanford Mitigation
272,211 0 0 272,211
MAA20-001 Wildlife Corridor: Highway 17
Crossing
Wildlife Conservation
Board (WCB)
100,000 1,000,000 3,000,000 4,100,000
MAA21-004 Bear Creek Stables Project Interest Income 0 1,223,530 0 1,223,530
MAA21-006 Bear Creek Redwoods–Alma
College Cultural Landscape
Rehabilitation
California Rivers Parkways
Program
177,967 0 0 177,967
MAA21-006 Bear Creek Redwoods–Alma
College Cultural Landscape
Rehabilitation
Historic Grants Program 200,000 0 0 200,000
MAA21-006 Bear Creek Redwoods–Alma
College Cultural Landscape
Rehabilitation
Prop 68 Per Capita
Program
464,471 0 0 464,471
MAA21-011 Phase II Trail Improvements,
Bear Creek Redwoods OSP
California Rivers Parkways
Program
1,411,507 1,059,614 0 2,471,121
MAA21-011 Phase II Trail Improvements,
Bear Creek Redwoods OSP
Interest Income 0 500,000 0 500,000
Grand Total $3,432,693 $4,608,144 $3,375,000 $11,415,837
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Midpen has identified several key areas of interest in addition to the four CIAP programs.
——————————————————————————––––––––––––———————————————————————————
Agriculture: Supporting agriculture and sustaining conservation grazing programs on Midpen lands furthers
both the mission and Board-adopted Strategic Goals and Objectives (Goal 1, Objective 4 and Goal 2,
Objective 5).——————————————————————————––––––––––––———————————————————————————
Diversity: Connecting diverse communities to their public open space preserves, through the support of
regional partnerships and expanded outreach to youth and underserved communities (Goal 3, Objectives
2, 3, and 4).——————————————————————————––––––––––––———————————————————————————
Wildland Fire Resiliency: Working with local fire agencies and surrounding communities to enhance
Midpen’s wildland fire preparedness and responsiveness (Goal 2, Objective 4).——————————————————————————––––––––––––———————————————————————————
CIAP project summary tables for these three areas of interest are included below.
Agriculture Project Summary
Project #Project Name FY23 FY24 FY25 3-Year Total
31905 Basic Policies for the Coastal Annexation Area $0 $20,000 $10,000 $30,000
35009 Red Barn Roof Repair 255,000 73,000 0 328,000
35012 Driscoll Ranch New Agricultural Well 90,000 28,500 54,500 173,000
35016 Toto Ranch New Agricultural Well(s) 85,000 42,500 14,000 141,500
61024 Lobitos Creek Fencing 216,000 111,000 0 327,000
61030 Toto Ranch Agricultural Plan 31,000 20,000 0 51,000
MAA01-005 Johnston Ranch Land Acquisition 20,000 0 0 20,000
MAA01-006 Madonna Creek Fish, Water Supply and Bridge
Replacement
175,870 215,757 396,968 788,595
MAA03-006 South Cowell Upland Land Conservation 15,000 0 0 15,000
MAA03-007 Purisima-to-the-Sea Habitat Enhancement and Water Supply
Improvement Plan
107,794 449,101 11,779 568,674
MAA05-011 Lone Madrone Ranch Fence Installation 128,250 66,000 0 194,250
MAA05-014 Lone Madrone Corrals 0 0 57,000 57,000
MAA07-008 Lower Turtle Pond Repair 13,794 191,878 100,000 305,672
MAA13-001 Cloverdale – Infrastructure Upgrades and Improvements 0 70,000 40,000 110,000
VP13-001 Cloverdale Ranch Land Opportunity 215,000 20,000 0 235,000
VP15-001 Redwood Forest Land Opportunity 0 5,000 0 5,000
VP25-001 Sierra Azul Loma Prieta Land Conservation 22,000 22,000 22,000 66,000
VP39-001 Lower San Gregorio Creek Watershed Land Conservation 62,500 0 0 62,500
Total $1,437,208 $1,334,736 $706,247 $3,478,191
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Diversity Project Summary
Project #Project Name FY23 FY24 FY25 3-Year Total
10003 Diversity, Equity, and Inclusion Program Actions $50,000 $50,000 $50,000 $150,000
10005 Purisima Preserve Multimodal Access – Implementation 0 25,000 25,000 50,000
31901 ADA Barrier Removal 1,281,500 795,000 330,000 2,406,500
31904 Purisima Preserve Multimodal Access Study 35,000 0 0 35,000
31907 Johnston Ranch Loop Trail and Parking Area 0 30,000 80,000 110,000
35015 Rancho San Antonio Road Repair 384,100 100,000 0 484,100
40013 50th Anniversary Public Events and Activities 174,151 0 0 174,151
61027 Rancho San Antonio ADA Path to Deer Hollow Farm 66,000 95,000 15,000 176,000
61029 Monte Bello Black Mountain Trail Extension 0 75,000 35,000 110,000
80066 Amah Mutsun Land Trust Native Garden 50,000 100,000 50,000 200,000
80077 Ethnobotanical Inventory for Tribal Partnerships 40,000 80,000 50,000 170,000
MAA05-007 La Honda Creek Phase II Trail Connections 85,000 105,000 306,500 496,500
MAA05-013 La Honda Parking and Trailhead Access – Implementation 0 0 80,000 80,000
MAA06-002 Hawthorns Area Plan 208,680 299,104 168,280 676,064
MAA11-003 Rancho San Antonio (RSA) Multimodal Access – Implementation 25,000 0 0 25,000
MAA16-001 Long Ridge Trail Connection to Eagle Rock and Devils Canyon 0 75,000 110,000 185,000
MAA21-006 Bear Creek Redwoods – Alma College Cultural Landscape
Rehabilitation
489,083 145,000 75,000 709,083
MAA21-011 Phase II Trail Improvements, Bear Creek Redwoods OSP 1,411,507 1,108,519 0 2,520,026
VP05-002 La Honda Creek Parking and Trailhead Access – Phase I
Feasibility Study
160,000 58,000 100,000 318,000
VP11-001 Rancho San Antonio (RSA) Multimodal Access – Implementation 118,000 50,000 0 168,000
VP21-005 Bear Creek Redwoods North Parking Area 61,000 100,000 75,000 236,000
Total $4,639,021 $3,290,623 $1,549,780 $9,479,424
In addition to these 21 projects to connect diverse communities to their open space preserves, Midpen programs
expand outreach to diverse communities through our grantmaking program, community partnerships, sponsorships
and other activities. A new DEI-focused Management Analyst I/II position is being added to the Human Resources
department to further Midpen’s DEI goals.
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Wildland Fire Resiliency Project Summary
Project #Project Name FY23 FY24 FY25 3-Year Total
61017 Fuel Reduction Implementation $565,000 $715,000 $715,000 $1,995,000
61023 Los Gatos Creek Watershed – Wildland Fire Resiliency 203,000 890,880 709,800 1,803,680
61028 SCC Forest Health & Wildfire – Wildland Fire Resiliency 325,000 0 0 325,000
61031 Wildland Fire Resiliency Partnership Project 0 0 0*0
80003-10 Wildland Fire Resiliency Program 328,000 0 0 328,000
80063 Districtwide Vegetation Mapping 174,000 0 0 174,000
80072 Irish Ridge Restoration 85,000 385,000 405,000 875,000
80079 Miramontes Ridge Reforestation 0 0 115,000 115,000
MAA05-010 Restoration Forestry Demonstration Project 366,224 275,199 1,092,605 1,734,028
MAA21-007 Bear Creek Redwoods Preserve Plan: Invasive Weed
Treatment and Restoration
109,642 109,111 0 218,753
Total $2,155,866 $2,375,190 $3,037,405 $7,568,461
*Scope yet to be defined, budget will be added later.
P R O J E C T N U M B E R I N G
All projects are assigned a name and a unique number. Additionally, Midpen has three categories of projects, MAA
eligible, Vision Plan related, or other capital and operating projects.
MAA eligible projects are designated by portfolio and project number, for example MAA10-001 indicates MAA
portfolio number 10 (Coal Creek: Reopen Alpine Road for Trail Use), and project number 1 (Alpine Road Regional
Trail, Coal Creek).
Vision Plan related projects are also designated by portfolio and project number, for example VP22-001 indicates
Vision Plan portfolio number 22 (Sierra Azul: Cathedral Oaks Public Access and Conservation Projects), and project
number 1 [Alma Bridge Road Newt Passage]. Vision Plan portfolios number 01 through 25 represent Midpen-
funded efforts in support of the corresponding MAA portfolios. Vision Plan portfolios 26 through 54 are the Tier 2
priority actions in Midpen’s Vision Plan.
Other projects are assigned a five-digit project number set (such as 31901, ADA Barrier Removal) and designate
operating projects such as wildlife monitoring, facility improvements and administrative systems implementations.
S U P P O R T I N G P R O J E C T S
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.
O P E R AT I N G I M PA C T
Within the FY23-FY25 CIAP, Midpen has identified over 78 projects (or 63% of the CIAP) as having a future
operating impact to the annual Budget and Action Plan. Some projects will have costs in perpetuity while other
projects will have a shorter-term impact.
For example, numerous Natural Resource Protection and Restoration projects require three to five years of ongoing
monitoring work (for example, ensuring native plants are well established after being planted can take over three
years). New areas that are opened to the public require long-term patrol and maintenance work; this may result
in additional staff. Staff are monitoring new and existing CIAP projects for their ongoing operating impact to the
annual Budget and Action Plan to identify how operating costs will change in the future.
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Land Acquisition and Preservation
Project #Project Name Fiscal Year FY23 FY24 FY25 3-Year Total Page #
20125 Cal-Water Land Exchange, Teague
Hill Preserve
FY23/FY24/FY25 $24,000 $0 $15,000 $39,000 60
MAA01-005 Johnston Ranch Land Acquisition FY23 20,000 0 0 20,000 61
MAA03-006 South Cowell Upland Land
Conservation
FY23 15,000 0 0 15,000 62
VP06-002 El Mirador Land Conservation FY25 0 0 65,000 65,000 63
VP08-001 Upper San Gregorio Land
Conservation
FY23 13,000 0 0 13,000 64
VP08-002 Upper Alpine Creek Land
Conservation
FY23/FY24/FY25 12,000 12,000 12,000 36,000 65
VP10-003 Transfer of Upper Alpine Road from
San Mateo County
FY25 0 0 13,000 13,000 66
VP13-001 Cloverdale Ranch Land
Opportunity
FY23/FY24 215,000 20,000 0 235,000 67
VP15-001 Redwood Forest Land Opportunity FY24 0 5,000 0 5,000 68
VP15-005 Upper Oil Creek Redwood Land
Conservation
FY25 0 0 30,000 30,000 69
VP22-003 San Jose Water Company Lands FY23 30,000 0 0 30,000 70
VP23-004 Mt. Umunhum Land Conservation FY23/FY24/FY25 50,000 11,000 11,000 72,000 71
VP24-002 Valley Water Exchange Agreement
at Rancho de Guadalupe Area of
Sierra Azul Preserve
FY24/FY25 0 5,000 5,000 10,000 72
VP25-001 Sierra Azul Loma Prieta Land
Conservation
FY23/FY24/FY25 22,000 22,000 22,000 66,000 73
VP39-001 Lower San Gregorio Creek
Watershed Land Conservation
FY23 62,500 0 0 62,500 74
None Districtwide Purchase Options and
Low-value Land Fund
Reoccurring 100,000 300,000 300,000 700,000 75
Total $563,500 $375,000 $473,000 $1,411,500
*Pre-acquisition activity for land purchases is typically budgeted in Fund 40 (unless the purchase is certain and eligible for MAA reimbursement, the
funds are then budgeted in Fund 30). The land budget typically does not include title and purchase costs and only accounts for appraisals and other
costs associated with property purchase research and early negotiations. Land purchase costs for fee titles or easements are subsequently budgeted upon
approval by the Board and reflected in year-end expenses. Once a MAA-eligible VP property is purchased, a budget adjustment request is made to
transfer the General Capital Fund 40 budget to MAA Fund 30).
S U P P O R T I N G P R O J E C T S
Project Name Project Purpose Lead Department Fiscal Year
Land Conservation
Guidance Document
Create a Land Conservation Guidance Document that identifies
the District's land conservation priorities and updates the District
acquisition policies and goals and provides an outline for strategic
land acquisition for use as a reference by District staff (Consistent
with FOSM Recommendation #11).
Real Property/General
Manager’s Office
FY23
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Cal Water Land Exchange, Teague Hill Preserve
Project #: 20125
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
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.
F Y 2 3 S C O P E
Complete Easement Exchange and Easement Documents. Secure Board approval and OGALS approval for the
easement exchange.
F Y 2 4 S C O P E
Approve the design of the Cal Water Tanks.
F Y 2 5 S C O P E
Land & Facilities and Planning to identify the alignment of the new trail route on Cal Water property to set the
permanent location of the trail easement corridor.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 4,000 4,000 0 0 0 8,000
8201–Architect/Engineering
Services
0 20,000 20,000 0 15,000 0 55,000
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $24,000 $24,000 $0 $15,000 $0 $63,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 24,000 24,000 0 15,000 0 63,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $24,000 $24,000 $0 $15,000 $0 $63,000
60 Section 3 • Budget and Action Plan FY23
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Johnston Ranch Land Acquisition
Project #: MAA01-005
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Complete necessary steps to allow for the purchase and preservation of the upland portion of the Johnston
Ranch property as an addition to Miramontes Ridge Open Space Preserve.
F Y 2 3 S C O P E
Complete lot line adjustment application and 100% fee transfer of Uplands property to Midpen. Secure trail
easement rights to connect to Burleigh Murray State Park. Enter into MOU with City of Half Moon Bay for partnering
on shared parking and trailhead at the City's Johnston House property.
F Y 2 4 S C O P E
Project completed in prior fiscal year(s).
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 7,616 110,000 20,000 0 0 0 137,616
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $7,616 $110,000 $20,000 $0 $0 $0 $137,616
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 7,616 110,000 20,000 0 0 0 137,616
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $7,616 $110,000 $20,000 $0 $0 $0 $137,616
61Section 3 • Budget and Action Plan FY23
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South Cowell Upland Land Conservation
Project #: MAA03-006
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Complete fee transfer of property to preserve upland grassland habitat and provide opportunities for parking, patrol
and trail access for the planned Purisima-to-the-Sea regional trail corridor.
F Y 2 3 S C O P E
Complete minor land division application to San Mateo County and fee transfer of South Cowell Uplands property
to Midpen.
F Y 2 4 S C O P E
Project completed in prior fiscal year(s).
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 4,841,070 15,000 15,000 0 0 0 4,871,070
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 1,897 0 0 0 0 0 1,897
8205–Construction 0 0 0 0 0 0 0
Grand Total $4,842,967 $15,000 $15,000 $0 $0 $0 $4,872,967
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 4,842,967 15,000 15,000 0 0 0 4,872,967
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $4,842,967 $15,000 $15,000 $0 $0 $0 $4,872,967
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El Mirador Land Conservation
Project #: VP06-002
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
In partnership with POST, pursue lot line adjustment (LLA) with Town of Portola Valley. Upon Town approval of LLA,
prepare transactional documents for purchase of 200 acres of mature second growth redwoods as an addition to
Windy Hill OSP.
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Project has not started yet.
F Y 2 5 S C O P E
Pursue land division and purchase of El Mirador property with POST and complete purchase as an addition to
Windy Hill Preserve.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 65,000 0 65,000
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $65,000 $0 $65,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 65,000 0 65,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $65,000 $0 $65,000
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Upper San Gregorio Land Conservation
Project #: VP08-001
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Pursue partnership opportunities to acquire open space lands and secure access to acquired lands within the upper
San Gregorio Creek Watershed. Negotiate property additions to the upper San Gregorio Creek watershed.
F Y 2 3 S C O P E
Continue to pursue land opportunities. Complete access rights to Woodruff Redwoods property.
F Y 2 4 S C O P E
Project completed in prior fiscal year(s).
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 3,270 19,500 13,000 0 0 0 35,770
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $3,270 $19,500 $13,000 $0 $0 $0 $35,770
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 3,270 19,500 13,000 0 0 0 35,770
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $3,270 $19,500 $13,000 $0 $0 $0 $35,770
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Upper Alpine Creek Land Conservation
Project #: VP08-002
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Purchase property in the Upper Alpine Creek Area. Purchase 273-acre property adjacent to Russian Ridge Open
Space Preserve.
F Y 2 3 S C O P E
Continue to pursue land opportunities.
F Y 2 4 S C O P E
Continue to pursue land opportunities.
F Y 2 5 S C O P E
Continue to pursue land opportunities.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 15,000 0 12,000 12,000 12,000 0 51,000
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $15,000 $0 $12,000 $12,000 $12,000 $0 $51,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 15,000 0 12,000 12,000 12,000 0 51,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $15,000 $0 $12,000 $12,000 $12,000 $0 $51,000
66 Section 3 • Budget and Action Plan FY23
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Transfer of Upper Alpine Road from San Mateo County
Project #: VP10-003
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Upon completion of Upper Alpine Road Trail project, complete county transfer to District of Alpine Road for trail.
Prepare quitclaim deed for transfer of Alpine Road right of way to District and present to District Board for approval
and acceptance.
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Project has not started yet.
F Y 2 5 S C O P E
Complete Quitclaim Deed transfer of Upper Alpine Road right-of-way for public trail from San Mateo County.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 13,000 0 13,000
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $13,000 $0 $13,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 13,000 0 13,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $13,000 $0 $13,000
67Section 3 • Budget and Action Plan FY23
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Cloverdale Ranch Land Opportunity
Project #: VP13-001
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Prepare for potential purchase of Cloverdale Ranch property owned by Peninsula Open Space Trust (POST). Purchase
supports Measure AA Portfolio 13. Pursue proposed purchase of Cloverdale Ranch property for approval by Board
of Directors. Prepare and submit land division application to San Mateo County as co-applicants with POST. Initiate
community outreach/communications plan with partners and stakeholders. Continue to participate in regional trail
planning in the vicinity of Cloverdale Ranch, and identify preliminary land and resource management goals in
preparation for future potential acquisition of property.
F Y 2 3 S C O P E
Complete lot line adjustment applications and pursue Board purchase approval of the Cloverdale Ranch property.
F Y 2 4 S C O P E
Complete purchase and transition land management responsibilities to Visitor & Field Services business line.
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 45,636 87,000 215,000 20,000 0 0 367,636
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $45,636 $87,000 $215,000 $20,000 $0 $0 $367,636
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 45,636 87,000 215,000 20,000 0 0 367,636
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $45,636 $87,000 $215,000 $20,000 $0 $0 $367,636
L A N D A C Q U I S I T I O N A N D P R E S E R VAT I O N
Redwood Forest Land Opportunity
Project #: VP15-001
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Pursue land purchase opportunities to grow Midpen's contiguous greenbelt in redwood forests.
F Y 2 3 S C O P E
Project deferred until FY24.
F Y 2 4 S C O P E
Pursue opportunities to purchase redwood forest lands in the Oil Creek watershed.
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 5,000 0 0 5,000
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $5,000 $0 $0 $5,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 5,000 0 0 5,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $5,000 $0 $0 $5,000
68 Section 3 • Budget and Action Plan FY23
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Upper Oil Creek Redwood Land Conservation
Project #: VP15-005
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Pursue land purchase opportunities to grow Midpen's contiguous greenbelt in redwood forests. Purchase forested
land in the upper Pescadero Watershed for protection of redwoods and fish habitat.
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Project has not started yet.
F Y 2 5 S C O P E
Complete purchase of redwood forest land in upper Oil Creek watershed.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 30,000 0 30,000
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $30,000 $0 $30,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 30,000 0 30,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $30,000 $0 $30,000
69Section 3 • Budget and Action Plan FY23
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San Jose Water Company Lands
Project #: VP22-003
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Purchase property to facilitate future trail connections towards the west from Mt. Umunhum to Cathermole Road and
Wrights Station Road. Work with San Jose Water to purchase as much property as they are willing to sell in the Los
Gatos Creek Watershed.
F Y 2 3 S C O P E
Draft and execute all purchase related documents, secure Board approval and close escrow.
F Y 2 4 S C O P E
Project completed in prior fiscal year(s). Visitor & Field Services business line to manage the property.
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 30,000 0 0 0 30,000
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $30,000 $0 $0 $0 $30,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 30,000 0 0 0 30,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $30,000 $0 $0 $0 $30,000
70 Section 3 • Budget and Action Plan FY23
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71Section 3 • Budget and Action Plan FY23
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Mt. Umunhum Land Conservation
Project #: VP23-004
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Pursue land purchase as an addition to Sierra Azul Preserve. Purchase property near Mt Umunhum and Mt. Thayer.
F Y 2 3 S C O P E
Purchase land from willing sellers as opportunities present themselves.
F Y 2 4 S C O P E
Purchase land from willing sellers as opportunities present themselves.
F Y 2 5 S C O P E
Purchase land from willing sellers as opportunities present themselves.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 19,000 50,000 11,000 11,000 0 91,000
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $19,000 $50,000 $11,000 $11,000 $0 $91,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 19,000 50,000 11,000 11,000 0 91,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $19,000 $50,000 $11,000 $11,000 $0 $91,000
72 Section 3 • Budget and Action Plan FY23
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Valley Water Exchange Agreement at Rancho de Guadalupe Area of Sierra Azul Preserve
Project #: VP24-002
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
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.
F Y 2 3 S C O P E
Project deferred until FY24.
F Y 2 4 S C O P E
Execute agreement with Valley Water for them to use Midpen site for construction staging and then to build a
parking lot for public use. Continue work with Native American group on protection of cultural site.
F Y 2 5 S C O P E
Monitor Valley Water's use of the site for construction staging.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 5,000 5,000 0 10,000
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $5,000 $5,000 $0 $10,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 5,000 5,000 0 10,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $5,000 $5,000 $0 $10,000
L A N D A C Q U I S I T I O N A N D P R E S E R VAT I O N
Sierra Azul Loma Prieta Land Conservation
Project #: VP25-001
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Pursue land purchase opportunity to grow Midpen’s contiguous greenbelt in the Loma Prieta area of Sierra Azul
Open Space Preserve.
F Y 2 3 S C O P E
Continue to pursue land opportunities.
F Y 2 4 S C O P E
Continue to pursue land opportunities.
F Y 2 5 S C O P E
Continue to pursue land opportunities.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 22,000 22,000 22,000 22,000 0 88,000
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $22,000 $22,000 $22,000 $22,000 $0 $88,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 22,000 22,000 22,000 22,000 0 88,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $22,000 $22,000 $22,000 $22,000 $0 $88,000
73Section 3 • Budget and Action Plan FY23
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Lower San Gregorio Creek Watershed Land Conservation
Project #: VP39-001
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Pursue opportunity to protect watershed and farmland in the lower San Gregorio watershed.
F Y 2 3 S C O P E
In partnership with Peninsula Open Space Trust, monitor riparian conservation easement and support future creek
restoration planning.
F Y 2 4 S C O P E
Project completed in prior fiscal year(s).
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 16,606 15,000 12,500 0 0 0 44,106
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 50,000 0 0 0 50,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $16,606 $15,000 $62,500 $0 $0 $0 $94,106
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 16,606 15,000 62,500 0 0 0 94,106
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $16,606 $15,000 $62,500 $0 $0 $0 $94,106
74 Section 3 • Budget and Action Plan FY23
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Districtwide Purchase Options and Low-value Land Fund
Project #: None
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Budget allocations for purchase option funds to enter into purchase and sale agreements for other open space
lands with property owners. These funds are also used for low-value land purchases under the general manager’s
purchasing authority, such as small parcels, public trail easements or patrol and maintenance access easements.
F Y 2 3 S C O P E
As low-value purchase opportunities become available, move to complete deals under the general manager's authority.
F Y 2 4 S C O P E
As low-value purchase opportunities become available, move to complete deals under the general manager's authority.
F Y 2 5 S C O P E
As low-value purchase opportunities become available, move to complete deals under the general manager's authority.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 100,000 100,000 300,000 300,000 0 800,000
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $100,000 $100,000 $300,000 $300,000 $0 $800,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 100,000 100,000 300,000 300,000 0 800,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $100,000 $100,000 $300,000 $300,000 $0 $800,000
76 Section 3 • Budget and Action Plan FY23
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Natural Resource Protection and Restoration
Project #Project Name Fiscal Year FY23 FY24 FY25 3-Year Total Page #
35012 Driscoll Ranch New Agricultural
Well
FY23/FY24/FY25 $90,000 $28,500 $54,500 $173,000 78
35016 Toto Ranch New Agricultural
Well(s)
FY23/FY24/FY25 85,000 42,500 14,000 141,500 79
61014 Bear Creek Stables Road
Drainage Repairs
FY23 10,000 0 0 10,000 80
61017 Fuel Reduction Implementation FY23/FY24/FY25 565,000 715,000 715,000 1,995,000 81
61023 Los Gatos Creek Watershed –
Wildland Fire Resiliency
FY23/FY24/FY25 203,000 890,880 709,800 1,803,680 82
61024 Lobitos Creek Fencing FY23/FY24 216,000 111,000 0 327,000 83
61028 SCC Forest Health & Wildfire –
Wildland Fire Resiliency
FY23 325,000 0 0 325,000 84
61030 Toto Ranch Agricultural Plan FY23/FY24 31,000 20,000 0 51,000 85
61031 Wildland Fire Resiliency
Partnership Project
FY25 0 0 0*0 86
80003-10 Wildland Fire Resiliency Program FY23 328,000 0 0 328,000 87
80054 Badger/Burrowing Owl Habitat
Assessment
FY23/FY24 9,200 4,000 0 13,200 88
80058 Districtwide Aquatic Habitat
Assessment and eDNA Collection
FY23/FY24 130,000 120,000 0 250,000 89
80059 Groundwater Well
Decommissioning
FY23/FY24/FY25 140,000 140,000 140,000 420,000 90
80063 Districtwide Vegetation Mapping FY23 174,000 0 0 174,000 91
80065 IPM Implementation of Santa
Clara Valley Water District Grant
FY23 200,000 0 0 200,000 92
80066 Amah Mutsun Land Trust Native
Garden
FY23/FY24/FY25 50,000 100,000 50,000 200,000 93
80069 Mountain Lion Collaring Effort
– Rancho San Antonio/Foothills
Area Preserve
FY23/FY24/FY25 101,400 101,400 101,400 304,200 94
80070 Carbon Storage Study – Pilot
Project, San Gregorio Watershed
FY23/FY24/FY25 25,000 30,000 20,000 75,000 95
80072 Irish Ridge Restoration FY23/FY24/FY25 85,000 385,000 405,000 875,000 96
80073 Oversight of Lehigh Quarry
Activities
FY23/FY24/FY25 193,000 18,000 18,000 229,000 97
80074 Science Advisory Panel FY23/FY24/FY25 10,000 50,000 10,000 70,000 98
80075 Aquatic Habitats Climate
Resiliency Plan
FY23/FY24/FY25 4,000 6,000 7,000 17,000 99
80076 CEQA Review for IPM Program FY24/FY25 0 20,000 100,000 120,000 100
80077 Ethnobotanical Inventory for
Tribal Partnerships
FY23/FY24/FY25 40,000 80,000 50,000 170,000 101
80078 Locally Sourced Native Seed
Production Site
FY24/FY25 0 40,000 30,000 70,000 102
80079 Miramontes Ridge Reforestation FY25 0 0 115,000 115,000 103
80080 Native Plant-Pollinator
Demonstration Garden
FY25 0 0 40,000 40,000 104
80081 Pescadero Watershed Sediment
Reduction Implementation
FY23/FY24/FY25 155,000 405,000 405,000 965,000 105
80082 San Gregorio Water Quality
Improvement Plan
FY23/FY24/FY25 110,000 240,000 160,000 510,000 106
77Section 3 • Budget and Action Plan FY23
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80083 Santa Cruz Kangaroo Rat
Habitat and Population
Management Project
FY23/FY24/FY25 190,000 45,000 60,000 295,000 107
80084 Remediation of Planting Sites FY23/FY24/FY25 30,000 50,000 50,000 130,000 108
MAA01-006 Madonna Creek Fish, Water
Supply and Bridge Replacement
FY23/FY24/FY25 175,870 215,757 396,968 788,595 109
MAA02-004 Stevens Creek Shoreline Nature
Area Restoration
FY23/FY24/FY25 125,086 80,537 117,533 323,156 110
MAA03-002 Purisima Upland Site Clean up
and Soil Remediation
FY23/FY24 143,647 511,119 0 654,766 111
MAA03-007 Purisima-to-the-Sea Habitat
Enhancement and Water
Supply Improvement Plan
FY23/FY24/FY25 107,794 449,101 11,779 568,674 112
MAA03-011 Lobitos Creek Fisheries Restoration FY23/FY24/FY25 103,169 163,508 130,733 397,410 113
MAA05-010 Restoration Forestry
Demonstration Project
FY23/FY24/FY25 366,224 275,199 1,092,605 1,734,028 114
MAA05-011 Lone Madrone Ranch Fence
Installation
FY23/FY24 128,250 66,000 0 194,250 115
MAA05-014 Lone Madrone Corrals FY25 0 0 57,000 57,000 116
MAA07-008 Lower Turtle Pond Repair FY23/FY24/FY25 13,794 191,878 100,000 305,672 117
MAA13-001 Cloverdale – Infrastructure
Upgrades and Improvements
FY24/FY25 0 70,000 40,000 110,000 118
MAA13-002 Cloverdale Road and Trail
Renovation
FY25 0 0 0*0 119
MAA20-001 Wildlife Corridor: Highway 17
Crossing
FY23/FY24/FY25 304,656 829,250 1,013,529 2,147,435 120
MAA21-007 Bear Creek Redwoods Preserve
Plan: Invasive Weed Treatment
and Restoration
FY23/FY24 109,642 109,111 0 218,753 121
MAA21-010 Bear Creek Redwoods Landfill
Characterization and Remediation
FY23/FY24 113,642 175,000 0 288,642 122
VP22-001 Alma Bridge Road Newt Passage FY23 230,000 0 0 230,000 123
VP22-002 Alma Bridge Road Wildlife
Passage
FY24/FY25 0 735,000 1,035,000 1,770,000 124
Total $5,421,374 $7,513,740 $7,249,847 $20,184,961
*Scope yet to be defined, budget will be added later.
S U P P O R T I N G P R O J E C T S
Project Name Project Purpose Lead Department Fiscal Year
Agricultural Policy Establish a comprehensive agricultural policy to guide future
District activities.
Natural Resources FY23
Drought Response
and Resiliency Plan
Prepare for drought and identify drought resiliency measures.Natural Resources FY23/FY24
Water Quality
Monitoring Program
Monitor water quality in support of District land management and
ecosystems.
Natural Resources FY23/FY24/ FY25
78 Section 3 • Budget and Action Plan FY23
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Driscoll Ranch New Agricultural Well
Project #: 35012
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Provide new source of water for agricultural use at Driscoll Ranch to replace existing creek diversion. Drilling and
installation of a new agricultural water well in Driscoll Ranch. The new well will replace the existing creek diversion
and tie into existing water distribution lines and tanks.
F Y 2 3 S C O P E
Determine the feasibility and construction process of drilling new agricultural well. Prepare design and begin
permitting and environment review.
F Y 2 4 S C O P E
Secure permits, prepare bid package and solicit a Request for Bids.
F Y 2 5 S C O P E
Complete construction.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 15,000 5,000 5,000 0 25,000
8202–Environmental/Planning
Services
0 0 15,000 7,500 8,000 0 30,500
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 5,000 5,000 3,000 0 13,000
8205–Construction 0 0 55,000 11,000 38,500 0 104,500
Grand Total $0 $0 $90,000 $28,500 $54,500 $0 $173,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 90,000 28,500 54,500 0 173,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $90,000 $28,500 $54,500 $0 $173,000
79Section 3 • Budget and Action Plan FY23
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Toto Ranch New Agricultural Well(s)
Project #: 35016
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Drilling and installation of a new agricultural water well in Toto Ranch. The new well will replace two existing
shallow wells which do not produce sufficient water.
F Y 2 3 S C O P E
Determine the feasibility and construction process of drilling two new agricultural wells. Prepare design plans and
begin permitting and complete environment review.
F Y 2 4 S C O P E
Secure permits and prepare bid package. Solicit a Request for Bids and enter into contract. Initiate construction.
F Y 2 5 S C O P E
Complete construction.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 10,000 5,000 0 0 15,000
8202–Environmental/Planning
Services
0 0 15,000 5,000 0 0 20,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 5,000 5,000 3,000 0 13,000
8205–Construction 0 0 55,000 27,500 11,000 0 93,500
Grand Total $0 $0 $85,000 $42,500 $14,000 $0 $141,500
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 85,000 42,500 14,000 0 141,500
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $85,000 $42,500 $14,000 $0 $141,500
80 Section 3 • Budget and Action Plan FY23
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Bear Creek Stables Road Drainage Repairs
Project #: 61014
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Assess drainage and erosion concerns from arena area of Bear Creek Stables onto the old road cut below paddock
area. Assess old road to determine feasibility of retaining as trail width or removing. Revegetate as necessary to
improve riparian conditions.
F Y 2 3 S C O P E
Monitor plant revegetation work.
F Y 2 4 S C O P E
Project completed in prior fiscal year(s).
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 10,026 30,000 10,000 0 0 0 50,026
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $10,026 $30,000 $10,000 $0 $0 $0 $50,026
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $10,026 $30,000 $10,000 $0 $0 $0 $50,026
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $10,026 $30,000 $10,000 $0 $0 $0 $50,026
81Section 3 • Budget and Action Plan FY23
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Fuel Reduction Implementation
Project #: 61017
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Improve wildfire resiliency and protection of Midpen preserves. Implement fuel reduction work outlined in vegetation
management plan to reduce fuels that contribute to wildfire risks.
F Y 2 3 S C O P E
Implement second year of fuel reduction work outlined in vegetation management plan to reduce fuels and lessen
wildfire risk.
F Y 2 4 S C O P E
Continue fuel reduction work outlined in vegetation management plan to reduce fuels that contribute to wildfire risks.
May need to split into additional projects.
F Y 2 5 S C O P E
Continue fuel reduction work outlined in vegetation management plan to reduce fuels that contribute to wildfire risks.
May need to split into additional projects.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 115,175 306,500 565,000 715,000 715,000 0 2,416,675
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $115,175 $306,500 $565,000 $715,000 $715,000 $0 $2,416,675
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $115,175 $306,500 $565,000 $715,000 $715,000 $0 $2,416,675
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $115,175 $306,500 $565,000 $715,000 $715,000 $0 $2,416,675
82 Section 3 • Budget and Action Plan FY23
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Los Gatos Creek Watershed – Wildland Fire Resiliency
Project #: 61023
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Implement the Wildland Fire Resiliency Program by securing funding to complete ecologically sensitive vegetation
management to reduce fuel loads and lessen wildfire risk (including areas with extremely high infestation of Sudden
Oak Death).
F Y 2 3 S C O P E
If funding is successful, implement second year of fuel treatments, which includes both mechanical and manual
treatment options. Implement first year of the fuel treatments/ habitat restoration plan at Bear Creek Redwoods OSP.
Complete the fuel treatments/habitat restoration plan and permitting at Cathedral Oaks.
F Y 2 4 S C O P E
Implement year three of fuel treatments, which includes both mechanical and manual treatment options. Implement
second year of the fuel treatments/habitat restoration plan at Bear Creek Redwoods OSP. Implement first year of the
fuel treatment/habitat restoration plan at Cathedral Oaks.
F Y 2 5 S C O P E
Implement year 4 of fuel treatments, which includes both mechanical and manual treatment options. Implement
third year of the fuel treatment/habitat restoration plan at Bear Creek Redwoods. Implement second year of the fuel
treatment/habitat restoration plan at Cathedral Oaks.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $7,000 $44,000 $45,000 $44,000 $0 $140,000
5000-7000–Service & Supplies 0 156,705 159,000 845,880 665,800 0 1,827,385
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $163,705 $203,000 $890,880 $709,800 $0 $1,967,385
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $163,705 $(97,000) $65,880 $334,800 $0 $467,385
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 300,000 825,000 375,000 0 1,500,000
Grand Total $0 $163,705 $203,000 $890,880 $709,800 $0 $1,967,385
83Section 3 • Budget and Action Plan FY23
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Lobitos Creek Fencing
Project #: 61024
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Extend a southern fence line along Lobitos creek to protect the riparian area from cattle access.
F Y 2 3 S C O P E
Scope, plan and design the fencing improvement; begin local/regulatory permitting.
F Y 2 4 S C O P E
Finalize permits. Prepare bid package, issue Request for Bids, and complete construction.
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 15,000 10,000 0 0 25,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 201,000 101,000 0 0 302,000
Grand Total $0 $0 $216,000 $111,000 $0 $0 $327,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 216,000 111,000 0 0 327,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $216,000 $111,000 $0 $0 $327,000
84 Section 3 • Budget and Action Plan FY23
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SCC Forest Health & Wildfire – Wildland Fire Resiliency
Project #: 61028
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Secure funding to complete ecologically sensitive vegetation management to reduce fuel loads and lessen
wildfire risk.
F Y 2 3 S C O P E
Continue to implement fuel treatments, which includes both mechanical and manual treatment options. Final field
work needs to be completed in September 2022. Final grant paperwork submitted by December 2022. Potential to
secure additional grants.
F Y 2 4 S C O P E
Unless additional grants are secured, project will have been completed in prior fiscal year(s).
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $300,000 $175,000 $0 $0 $0 $475,000
5000-7000–Service & Supplies 0 373,500 150,000 0 0 0 523,500
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $673,500 $325,000 $0 $0 $0 $998,500
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $637,500 $(39,000)$0 $0 $0 $598,500
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 36,000 364,000 0 0 0 400,000
Grand Total $0 $673,500 $325,000 $0 $0 $0 $998,500
85Section 3 • Budget and Action Plan FY23
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Toto Ranch Agricultural Plan
Project #: 61030
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Develop a sustainable agricultural plan for Toto Ranch. Agricultural plan will be used to establish an agricultural
lease with the tenants at the Toto Ranch.
F Y 2 3 S C O P E
Prepare a RFP to solicit and hire an agricultural consultant to inform the agricultural plan and lease.
F Y 2 4 S C O P E
Utilize the consultant's findings to prepare the agricultural plan and lease with the current tenants.
F Y 2 5 S C O P E
Finalize and execute agricultural lease agreement.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 31,000 20,000 0 0 51,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $31,000 $20,000 $0 $0 $51,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $31,000 $20,000 $0 $0 $51,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $31,000 $20,000 $0 $0 $51,000
86 Section 3 • Budget and Action Plan FY23
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Wildland Fire Resiliency Partnership Project
Project #: 61031
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Leverage partnerships to secure wildland fire grant funding. Budget is TBD based on estimates that will be
developed in FY23 and FY24 when more information is collected.
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Project has not started yet.
F Y 2 5 S C O P E
Implementation of fuels reduction in high-fuel load areas (including areas with extremely high infestation of Sudden
Oak Death).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $0 $0 $0
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $0 $0 $0
87Section 3 • Budget and Action Plan FY23
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Wildland Fire Resiliency Program
Project #: 80003-10
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Develop a robust and comprehensive wildland fire program for Midpen lands for ongoing fire and climate resiliency
to protect public open space lands, habitat values, and sensitive natural resources. Hire consultants to design
program and prepare environmental review.
F Y 2 3 S C O P E
Continue and complete phase 2 of the Wildland Fire Resiliency Program (prescribed burn element), including all
CEQA requirements.
F Y 2 4 S C O P E
Project completed in prior fiscal year(s).
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 669,259 43,000 328,000 0 0 0 1,040,259
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $669,259 $43,000 $328,000 $0 $0 $0 $1,040,259
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $669,259 $43,000 $328,000 $0 $0 $0 $1,040,259
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $669,259 $43,000 $328,000 $0 $0 $0 $1,040,259
88 Section 3 • Budget and Action Plan FY23
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Badger/Burrowing Owl Habitat Assessment
Project #: 80054
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Prepare a management plan of grasslands and upland habitat to protect and sustain badger and burrowing owl
populations. Present project results to Midpen staff and regional wildlife community. Project involves genetic studies
to determine viability of badger population(s).
F Y 2 3 S C O P E
Prepare a manuscript and submit for review and publication in scientific journal(s). Engage with neighboring
partners to build regional management and conservation goals.
F Y 2 4 S C O P E
Continue engagement with regional partners.
F Y 2 5 S C O P E
TBD based on future Board feedback or management needs.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 187,566 44,239 9,200 4,000 0 0 245,005
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $187,566 $44,239 $9,200 $4,000 $0 $0 $245,005
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $187,566 $44,239 $9,200 $4,000 $0 $0 $245,005
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $187,566 $44,239 $9,200 $4,000 $0 $0 $245,005
89Section 3 • Budget and Action Plan FY23
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Districtwide Aquatic Habitat Assessment and eDNA Collection
Project #: 80058
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Understand Districtwide aquatic habitat distribution and resident species composition to inform management and
protection of these habitats. Complete aquatic surveys for multiple species at multiple locations and compile report
of findings.
F Y 2 3 S C O P E
Complete first year surveys and preliminary report.
F Y 2 4 S C O P E
Conduct year 2 surveys and produce a final report.
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 130,000 120,000 0 0 250,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $130,000 $120,000 $0 $0 $250,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $130,000 $120,000 $0 $0 $250,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $130,000 $120,000 $0 $0 $250,000
90 Section 3 • Budget and Action Plan FY23
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Groundwater Well Decommissioning
Project #: 80059
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Prevent groundwater contamination by sealing unused and abandoned wells.
F Y 2 3 S C O P E
Obtains permits and hire a contractor to assess and decommission wells in the Skyline Region.
F Y 2 4 S C O P E
Obtains permits and hire a contractor to assess and decommission wells, location TBD.
F Y 2 5 S C O P E
Obtains permits and hire a contractor to assess and decommission wells, location TBD.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 10,000 10,000 10,000 0 30,000
8202–Environmental/Planning
Services
0 5,000 15,000 15,000 15,000 0 50,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 53 0 5,000 5,000 5,000 0 15,053
8205–Construction 48,506 102,230 110,000 110,000 110,000 0 480,736
Grand Total $48,559 $107,230 $140,000 $140,000 $140,000 $0 $575,789
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 48,559 107,230 140,000 140,000 140,000 0 575,789
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $48,559 $107,230 $140,000 $140,000 $140,000 $0 $575,789
91Section 3 • Budget and Action Plan FY23
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Districtwide Vegetation Mapping
Project #: 80063
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
To inform management of Midpen preserves and support regional efforts to build seamless mapping and data,
collaborate with the Golden Gate National Parks Conservancy to quantify vegetation changes and fuels at a
landscape scale. This collaboration is coordinated with parallel efforts being undertaken by neighboring land
managers to create seamless mapping and data products. This project will additionally support project planning
and review.
F Y 2 3 S C O P E
Integrate final deliverables into Midpen's Enterprise GIS database.
F Y 2 4 S C O P E
Project completed in prior fiscal year(s).
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 120,000 48,000 174,000 0 0 0 342,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $120,000 $48,000 $174,000 $0 $0 $0 $342,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $120,000 $48,000 $174,000 $0 $0 $0 $342,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $120,000 $48,000 $174,000 $0 $0 $0 $342,000
92 Section 3 • Budget and Action Plan FY23
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IPM Implementation of Santa Clara Valley Water District Grant
Project #: 80065
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Expand scope of Valley Water IPM grant to include invasive plant removal at Bear Creek Redwoods, Rancho San
Antonio and Picchetti Ranch Preserves.
F Y 2 3 S C O P E
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.
F Y 2 4 S C O P E
Project completed in prior fiscal year(s).
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 183,423 200,000 200,000 0 0 0 583,423
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $183,423 $200,000 $200,000 $0 $0 $0 $583,423
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $61,485 $0 $195,706 $0 $0 $0 $257,191
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 121,938 200,000 4,294 0 0 0 326,232
Grand Total $183,423 $200,000 $200,000 $0 $0 $0 $583,423
93Section 3 • Budget and Action Plan FY23
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Amah Mutsun Land Trust Native Garden
Project #: 80066
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
To strengthen partnership and restoration efforts at Mount Umunhum, support Amah Mutsun Land Trust efforts to
implement a culturally significant native plant demonstration garden.
F Y 2 3 S C O P E
Collaborate with Amah Mutsun Land Trust staff to create site plans, obtain permits, and conduct CEQA analysis for
the native habitat garden.
F Y 2 4 S C O P E
Prepare the site and install plantings of culturally significant native species.
F Y 2 5 S C O P E
Implement site establishment activities (e.g., watering, weeding, and replacement plantings), as necessary.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 50,000 100,000 50,000 0 200,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $50,000 $100,000 $50,000 $0 $200,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $50,000 $100,000 $50,000 $0 $200,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $50,000 $100,000 $50,000 $0 $200,000
94 Section 3 • Budget and Action Plan FY23
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Mountain Lion Collaring Effort – Rancho San Antonio/Foothills Area Preserve
Project #: 80069
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Track mountain lion use of Santa Clara Foothills Preserves (focus on Rancho San Antonio) to inform wildlife
management and public use decisions that are protective of wildlife and reduce potential conflicts.
F Y 2 3 S C O P E
Receive second year status report and prepare findings, continue ongoing research. Develop framework for, and
implement, behavioral modification research.
F Y 2 4 S C O P E
Receive third year status report, conduct effectiveness monitoring and ongoing research. Begin data analysis phase.
F Y 2 5 S C O P E
Develop draft Human Mountain Lion Interaction Management Plan to reduce potential conflicts with mountain lions
in high visitor use areas and refine recommendations.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 56,148 100,000 101,400 101,400 101,400 0 460,348
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $56,148 $100,000 $101,400 $101,400 $101,400 $0 $460,348
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $56,148 $100,000 $101,400 $101,400 $101,400 $0 $460,348
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $56,148 $100,000 $101,400 $101,400 $101,400 $0 $460,348
95Section 3 • Budget and Action Plan FY23
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Carbon Storage Study – Pilot Project, San Gregorio Watershed
Project #: 80070
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Refine the District's understanding of carbon sequestration and storage in the San Gregorio Watershed, and explore
the potential for projects to increase resilience of carbon stocks in the long-term.
F Y 2 3 S C O P E
Using data and reports, identify carbon resilience enhancement opportunities and implementation timelines.
F Y 2 4 S C O P E
Design and secure permits for a carbon resilience and/or sequestration project (TBD).
F Y 2 5 S C O P E
Implement the carbon resilience and/or sequestration project (TBD).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 50,000 25,000 30,000 20,000 0 125,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $50,000 $25,000 $30,000 $20,000 $0 $125,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $50,000 $25,000 $30,000 $20,000 $0 $125,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $50,000 $25,000 $30,000 $20,000 $0 $125,000
96 Section 3 • Budget and Action Plan FY23
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Irish Ridge Restoration
Project #: 80072
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Restore habitat on the Irish Ridge property. Plan, permit and implement habitat restoration for special status species,
as well as climate change and wildland fire resiliency.
F Y 2 3 S C O P E
Complete the habitat restoration plan and permitting.
F Y 2 4 S C O P E
Implement first year of the habitat restoration plan.
F Y 2 5 S C O P E
Implement second year of the habitat restoration plan.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 42,725 85,000 385,000 405,000 355,000 1,272,725
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $42,725 $85,000 $385,000 $405,000 $355,000 $1,272,725
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $42,725 $85,000 $385,000 $405,000 $355,000 $1,272,725
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $42,725 $85,000 $385,000 $405,000 $355,000 $1,272,725
97Section 3 • Budget and Action Plan FY23
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Oversight of Lehigh Quarry Activities
Project #: 80073
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Protect Midpen interests throughout the Lehigh Quarry Reclamation Plan Review process and related activities.
F Y 2 3 S C O P E
As needed, continue to work with partners, stakeholders, county and Lehigh to maximize protection of District
interests. Monitor Ridgeline Easement and report results to Santa Clara County.
F Y 2 4 S C O P E
As needed, continue to work with partners, stakeholders, county and Lehigh to maximize protection of District
interests. Monitor Ridgeline Easement and report results to Santa Clara County.
F Y 2 5 S C O P E
As needed, continue to work with partners, stakeholders, county and Lehigh to maximize protection of District
interests. Monitor Ridgeline Easement and report results to Santa Clara County.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 66,442 193,000 18,000 18,000 0 295,442
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $66,442 $193,000 $18,000 $18,000 $0 $295,442
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $66,442 $193,000 $18,000 $18,000 $0 $295,442
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $66,442 $193,000 $18,000 $18,000 $0 $295,442
98 Section 3 • Budget and Action Plan FY23
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Science Advisory Panel
Project #: 80074
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Seek science-based findings from a Scientific Advisory Panel to help inform Midpen land management decisions.
F Y 2 3 S C O P E
Collaborate with Stanford University/Jasper Ridge Biological Preserve to develop a scope of work for a shared
post-doc to implement landscape monitoring recommendations. SAP recommendations for Grazing topic are
incorporated into other projects. Other recommendations to be further considered and folded into best practices,
as appropriate, by District staff.
F Y 2 4 S C O P E
Pending Board approval and staff capacity, consider researching new topic with the SAP.
F Y 2 5 S C O P E
Pending Board approval and staff capacity, consider researching new topic with the SAP.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 81,968 10,000 50,000 10,000 0 151,968
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $81,968 $10,000 $50,000 $10,000 $0 $151,968
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $81,968 $10,000 $50,000 $10,000 $0 $151,968
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $81,968 $10,000 $50,000 $10,000 $0 $151,968
99Section 3 • Budget and Action Plan FY23
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Aquatic Habitats Climate Resiliency Plan
Project #: 80075
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Develop a strategic plan for assessing, measuring and adapting aquatic habitats to improve resiliency to drought
and climate change to promote special status species and ecosystem function.
F Y 2 3 S C O P E
Refine the project scope and gather a limited subset of required data to validate approach and methodologies.
F Y 2 4 S C O P E
Develop planning documents to guide project implementation.
F Y 2 5 S C O P E
Receive peer review on documentation and methodologies.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 4,000 6,000 7,000 0 17,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $4,000 $6,000 $7,000 $0 $17,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $4,000 $6,000 $7,000 $0 $17,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $4,000 $6,000 $7,000 $0 $17,000
100 Section 3 • Budget and Action Plan FY23
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CEQA Review for IPM Program
Project #: 80076
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Ten-year review of the IPM Program. Update the Project Description and confirm and/or update original CEQA findings.
F Y 2 3 S C O P E
Project not yet started.
F Y 2 4 S C O P E
Conduct internal review and stakeholder meetings on program updates.
F Y 2 5 S C O P E
Finalize CEQA and approve project.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 20,000 100,000 0 120,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $20,000 $100,000 $0 $120,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $20,000 $100,000 $0 $120,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $20,000 $100,000 $0 $120,000
101Section 3 • Budget and Action Plan FY23
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Ethnobotanical Inventory for Tribal Partnerships
Project #: 80077
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Partner with local tribes and support traditional ecological knowledge land practices.
F Y 2 3 S C O P E
Conduct outreach to local Native American descendants and tribes on potential ethnobotanical partnership. Identify
tribal capacity and contract with ethnobotanists to assist with partnership development.
F Y 2 4 S C O P E
With tribes and consultants, inventory lands identified as culturally significant and desirable for traditional
ecological knowledge practices.
F Y 2 5 S C O P E
Issue permits for gathering and collection to interested parties.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 40,000 80,000 50,000 0 170,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $40,000 $80,000 $50,000 $0 $170,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $40,000 $80,000 $50,000 $0 $170,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $40,000 $80,000 $50,000 $0 $170,000
102 Section 3 • Budget and Action Plan FY23
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Locally Sourced Native Seed Production Site
Project #: 80078
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Increase locally-sourced seed production for revegetation, including restoration and/or mitigation projects.
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Initiate technical assessments.
F Y 2 5 S C O P E
Initiate feasibility study and explore permitting requirements.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 40,000 30,000 20,000 90,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $40,000 $30,000 $20,000 $90,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $40,000 $30,000 $20,000 $90,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $40,000 $30,000 $20,000 $90,000
103Section 3 • Budget and Action Plan FY23
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Miramontes Ridge Reforestation
Project #: 80079
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Implement Ecosystem Resiliency through reforestation near Hwy 35.
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Project has not started yet.
F Y 2 5 S C O P E
Develop the reforestation habitat restoration plan and prepare CEQA review.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 115,000 150,000 265,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $115,000 $150,000 $265,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $115,000 $150,000 $265,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $115,000 $150,000 $265,000
104 Section 3 • Budget and Action Plan FY23
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Native Plant-Pollinator Demonstration Garden
Project #: 80080
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
In partnership with Grassroots Ecology, create a native plant pollinator demonstration garden at Rancho San
Antonio to provide education to visitors about the intrinsic connections between insects and native plants.
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Project has not started yet.
F Y 2 5 S C O P E
Develop a project description and start CEQA/permitting.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 40,000 10,000 50,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 201,000 201,000
Grand Total $0 $0 $0 $0 $40,000 $211,000 $251,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 40,000 211,000 251,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $40,000 $211,000 $251,000
105Section 3 • Budget and Action Plan FY23
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Pescadero Watershed Sediment Reduction Implementation
Project #: 80081
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Comply with San Francisco Regional Water Quality Control Board regulations of the Total Maximum Daily Load for
sediment in the Pescadero-Butano Watershed. Identify and then address high priority sediment sources along road
and trails in Skyline Ridge and Long Ridge Open Space Preserve. Implementation will be conducted over a long
term period, beginning in FY23, depending on the results of the FY22 study and plan.
F Y 2 3 S C O P E
Begin conceptual designs for several of the highest priority sites.
F Y 2 4 S C O P E
Complete 60% designs and begin permitting for highest priority sites.
F Y 2 5 S C O P E
Begin conceptual designs for additional high priority sites and begin construction if permits are issued.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 120,000 120,000 120,000 0 360,000
8202–Environmental/Planning
Services
0 0 35,000 35,000 35,000 0 105,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 250,000 250,000 0 500,000
Grand Total $0 $0 $155,000 $405,000 $405,000 $0 $965,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 155,000 405,000 405,000 0 965,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $155,000 $405,000 $405,000 $0 $965,000
106 Section 3 • Budget and Action Plan FY23
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San Gregorio Water Quality Improvement Plan
Project #: 80082
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Address the sediment reduction goals set by the San Francisco Regional Water Quality Control Board’s Water
Quality Improvement Plan for the San Gregorio Watershed. Implementation will be conducted over a long term
period, beginning in FY24, depending on the results of the FY23 study and plan.
F Y 2 3 S C O P E
Conduct a study to identify high priority sites.
F Y 2 4 S C O P E
Begin conceptual designs for several of the highest priority sites.
F Y 2 5 S C O P E
Complete 60% designs and begin permitting for highest priority sites.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 110,000 240,000 160,000 0 510,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $110,000 $240,000 $160,000 $0 $510,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $110,000 $240,000 $160,000 $0 $510,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $110,000 $240,000 $160,000 $0 $510,000
107Section 3 • Budget and Action Plan FY23
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Santa Cruz Kangaroo Rat Habitat and Population Management Project
Project #: 80083
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Assess habitat and support genetic research to inform the development of a habitat and population management
plan (HPMP). The HPMP will identify opportunities for site-specific enhancements to increase species resiliency of Santa
Cruz kangaroo rat.
F Y 2 3 S C O P E
Conduct a habitat assessment and rare plant surveys in Sierra Azul. Support genetic research and development of
a range-wide monitoring program. Incorporate findings into an RPFQ for the creation of a Habitat and Population
Management Plan.
F Y 2 4 S C O P E
Develop a Habitat and Population Management Plan, complete CEQA and submit permit applications.
F Y 2 5 S C O P E
Finalize permits and initiate habitat enhancements.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 190,000 45,000 60,000 1,302,000 1,597,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $190,000 $45,000 $60,000 $1,302,000 $1,597,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $190,000 $45,000 $60,000 $1,302,000 $1,597,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $190,000 $45,000 $60,000 $1,302,000 $1,597,000
108 Section 3 • Budget and Action Plan FY23
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Remediation of Planting Sites
Project #: 80084
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Oregon State University to provide remediation recommendations for restoration sites contaminated with soil
pathogens and preventative strategies for future restoration projects. Staff to then identify remedial actions to pursue
based on capacity, costs, and other factors to manage for Phytophthora and protect the natural resources.
F Y 2 3 S C O P E
Hire consultant to assist with development of District Phytophthora Remediation Plan.
F Y 2 4 S C O P E
Implement first year of remediation of restoration sites contaminated with soil pathogens.
F Y 2 5 S C O P E
Implement second year of remediation of restoration sites contaminated with soil pathogens.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 30,000 50,000 50,000 0 130,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $30,000 $50,000 $50,000 $0 $130,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $30,000 $50,000 $50,000 $0 $130,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $30,000 $50,000 $50,000 $0 $130,000
109Section 3 • Budget and Action Plan FY23
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Madonna Creek Fish, Water Supply and Bridge Replacement
Project #: MAA01-006
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Restore fish passage on Madonna Creek, provide alternative water supply to agricultural operations, and replace
access bridges across Madonna Creek to enhance fisheries and habitat conditions.
F Y 2 3 S C O P E
Develop alternative water supply concepts, concept designs for habitat improvements, and designs for any structural
improvements to spillways.
F Y 2 4 S C O P E
Finalize designs, seek grant funding, and begin submitting for permits.
F Y 2 5 S C O P E
Finalize permits and grant sources. Initiate construction phase.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $6,150 $5,870 $5,757 $6,968 $0 $24,745
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 90,000 170,000 210,000 140,000 0 610,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 250,000 0 250,000
Grand Total $0 $96,150 $175,870 $215,757 $396,968 $0 $884,745
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 96,150 175,870 215,757 396,968 0 884,745
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $96,150 $175,870 $215,757 $396,968 $0 $884,745
110 Section 3 • Budget and Action Plan FY23
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Stevens Creek Shoreline Nature Area Restoration
Project #: MAA02-004
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Make phased improvements and infrastructure changes to District parcel that align with regional shoreline resiliency
planning.
F Y 2 3 S C O P E
Distribute material on dry pond bottom, thin vegetation, explore predator activity onsite and options to control,
and coordinate ongoing monitoring with local partners. Establish education and outreach opportunities. Continue
communication and coordination toward phase 2: water control infrastructure changes.
F Y 2 4 S C O P E
Continue site enhancements, monitoring and progress toward Phase 2.
F Y 2 5 S C O P E
Continue site enhancements, monitoring and progress toward Phase 2.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $15,086 $15,537 $17,533 $0 $48,156
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 35,000 0 35,000
8202–Environmental/Planning
Services
0 0 110,000 65,000 65,000 0 240,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $125,086 $80,537 $117,533 $0 $323,156
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 125,086 80,537 117,533 0 323,156
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $125,086 $80,537 $117,533 $0 $323,156
111Section 3 • Budget and Action Plan FY23
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Purisima Upland Site Clean up and Soil Remediation
Project #: MAA03-002
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Complete site clean up and soil remediation around existing empty oil tank to protect natural resource values.
F Y 2 3 S C O P E
Finalize the Remediation Plan, complete CEQA, and obtain County permits for the project.
F Y 2 4 S C O P E
Remediate former oil facility and other areas, cleanup debris, and install erosion control as needed.
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $18,104 $6,087 $6,647 $6,119 $0 $0 $36,957
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 65,571 0 0 0 0 0 65,571
8201–Architect/Engineering
Services
70,289 44,555 50,000 60,000 0 0 224,844
8202–Environmental/Planning
Services
54,624 0 60,000 0 0 0 114,624
8203–Inspection/Construction
Monitoring
30,820 50,000 25,000 45,000 0 0 150,820
8204–Permitting Fees 7,196 0 0 0 0 0 7,196
8205–Construction 2,045 0 2,000 400,000 0 0 404,045
Grand Total $248,649 $100,642 $143,647 $511,119 $0 $0 $1,004,057
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 248,649 100,642 66,167 511,119 0 0 926,577
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 77,480 0 0 0 77,480
Grand Total $248,649 $100,642 $143,647 $511,119 $0 $0 $1,004,057
112 Section 3 • Budget and Action Plan FY23
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Purisima-to-the-Sea Habitat Enhancement and Water Supply Improvement Plan
Project #: MAA03-007
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Develop Pond Management Plan for Purisima-to-the-Sea properties to enhance pond habitat for native wildlife and
improve water supply source that supports the conservation grazing program.
F Y 2 3 S C O P E
Complete design and begin permitting.
F Y 2 4 S C O P E
Finalize permits and prepare for construction.
F Y 2 5 S C O P E
Proceed with construction phase.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $2,794 $4,101 $1,779 $0 $8,674
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 60,000 20,000 0 0 80,000
8202–Environmental/Planning
Services
0 0 45,000 25,000 0 0 70,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 400,000 10,000 0 410,000
Grand Total $0 $0 $107,794 $449,101 $11,779 $0 $568,674
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 107,794 154,101 1,779 0 263,674
40–General Fund Capital 0 0 0 295,000 10,000 0 305,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $107,794 $449,101 $11,779 $0 $568,674
113Section 3 • Budget and Action Plan FY23
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Lobitos Creek Fisheries Restoration
Project #: MAA03-011
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Restore fish passage to the Lobitos Creek watershed through improvements on Highway 1 (Caltrans) and Lobitos
Creek Road (San Mateo County).
F Y 2 3 S C O P E
Hire a consultant to collect topographic, habitat, and other data to inform a high level conceptual design and rough
cost estimate for fish passage improvements across Highway 1.
F Y 2 4 S C O P E
Utilize concept design and estimated cost to begin discussions with Caltrans on the design development process.
Identify lead agency and scope out CEQA review process.
F Y 2 5 S C O P E
After securing Caltrans support, begin detailed designs for Highway 1 fish passage project.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $3,169 $3,508 $5,733 $0 $12,410
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 100,000 100,000 100,000 0 300,000
8202–Environmental/Planning
Services
0 0 0 60,000 25,000 0 85,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $103,169 $163,508 $130,733 $0 $397,410
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 103,169 163,508 130,733 0 397,410
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $103,169 $163,508 $130,733 $0 $397,410
114 Section 3 • Budget and Action Plan FY23
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Restoration Forestry Demonstration Project
Project #: MAA05-010
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Develop pilot project to restore degraded forest habitat and enhance fire resiliency on Midpen open space preserves.
F Y 2 3 S C O P E
Begin design work for road/sediment work and initiate permitting. Initiate forest plan development.
F Y 2 4 S C O P E
Complete forest plan and road/sediment design. Begin procuring contractor services for fuels, roads, and forestry
services.
F Y 2 5 S C O P E
Begin implementation of forest plan.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $2,126 $11,224 $10,199 $12,605 $0 $36,154
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 225,000 135,000 0 0 360,000
8202–Environmental/Planning
Services
32,067 47,995 130,000 130,000 80,000 0 420,062
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 1,000,000 0 1,000,000
Grand Total $32,067 $50,121 $366,224 $275,199 $1,092,605 $0 $1,816,216
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 32,067 50,121 366,224 275,199 1,092,605 0 1,816,216
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $32,067 $50,121 $366,224 $275,199 $1,092,605 $0 $1,816,216
115Section 3 • Budget and Action Plan FY23
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Lone Madrone Ranch Fence Installation
Project #: MAA05-011
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Install fence along property boundary of northeast neighbor to contain livestock on District property and protect riparian
areas and in Pasture 4 to protect sensitive habitat while continuing to support the conservation grazing program.
F Y 2 3 S C O P E
Scope the proper location for the fence placement. Prepare fencing bid package.
F Y 2 4 S C O P E
Conduct competitive bid process, select contractor, and award construction fence contract. Fencing scheduled to be
completed in FY24.
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 13,000 10,000 0 0 23,000
8203–Inspection/Construction
Monitoring
0 3,750 3,750 0 0 0 7,500
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 164 83,200 111,500 56,000 0 0 250,864
Grand Total $164 $86,950 $128,250 $66,000 $0 $0 $281,364
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 164 86,950 128,250 66,000 0 0 281,364
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $164 $86,950 $128,250 $66,000 $0 $0 $281,364
116 Section 3 • Budget and Action Plan FY23
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Lone Madrone Corrals
Project #: MAA05-014
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Provide grazing tenant with functional corrals for unloading/loading, administering vaccinations and health checks
of livestock on the Lone Madrone property. The property lacks accessible corrals for the onsite ranching tenant to
ensure continuity of the District's conservation grazing program to maintain grassland habitats and reduce wildland
fire fuel loads. This project would install new corrals that are accessible from the road and separated from future
public access trails.
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Project has not started yet.
F Y 2 5 S C O P E
Complete feasibility studies, finalize exact location and prepare design.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 6,000 0 6,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 51,000 0 51,000
Grand Total $0 $0 $0 $0 $57,000 $0 $57,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 57,000 0 57,000
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $57,000 $0 $57,000
117Section 3 • Budget and Action Plan FY23
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Lower Turtle Pond Repair
Project #: MAA07-008
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Repair important wildlife habitat and stock watering pond in Lower La Honda Creek Open Space Preserve.
F Y 2 3 S C O P E
Finalize design and continue permitting process.
F Y 2 4 S C O P E
Secure permits and begin implementing repairs to Lower Turtle Pond.
F Y 2 5 S C O P E
Finalize repairs to Lower Turtle Pond.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $10,721 $2,794 $2,878 $0 $0 $16,393
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 40,000 10,000 15,000 0 0 65,000
8202–Environmental/Planning
Services
14,963 5,000 1,000 24,000 0 0 44,963
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 150,000 100,000 0 250,000
Grand Total $14,963 $55,721 $13,794 $191,878 $100,000 $0 $376,356
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 14,963 55,721 13,794 191,878 100,000 0 376,356
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $14,963 $55,721 $13,794 $191,878 $100,000 $0 $376,356
118 Section 3 • Budget and Action Plan FY23
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Cloverdale – Infrastructure Upgrades and Improvements
Project #: MAA13-001
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Mitigate potential impacts on San Francisco garter snake habitat by moving existing ranch road outside of critical
habitat. Decommission existing segment of ranch road in San Francisco garter snake habitat and replace this
connection by constructing a new ranch road segment outside of critical habitat.
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Pending potential acquisition in FY23, proceed with design and submit permits for new ranch road construction.
F Y 2 5 S C O P E
Continue permitting.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 70,000 40,000 0 110,000
8202–Environmental/Planning
Services
0 0 0 0 0 25,000 25,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 250,000 250,000
Grand Total $0 $0 $0 $70,000 $40,000 $275,000 $385,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 70,000 40,000 275,000 385,000
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $70,000 $40,000 $275,000 $385,000
119Section 3 • Budget and Action Plan FY23
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Cloverdale Road and Trail Renovation
Project #: MAA13-002
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Repair, restore, or build new roads and trails. Engineer, complete CEQA review, permit and construct road
improvements to enhance public access. Budget is TBD based on estimates that will be developed in FY23 and
FY24 when more information is collected.
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Project has not started yet.
F Y 2 5 S C O P E
Review technical studies and finalize permitting and design.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $0 $0 $0
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $0 $0 $0
120 Section 3 • Budget and Action Plan FY23
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N AT U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R AT I O N
Wildlife Corridor: Highway 17 Crossing
Project #: MAA20-001
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Work with partners to develop, engineer, and implement wildlife crossing improvements at Highway 17 to provide
safe movement for wildlife connecting over 30,000 acres of protected public lands.
F Y 2 3 S C O P E
Begin transitioning project to Engineering & Construction (E&C) for permitting and design. Continue public and
partner outreach, and seeking funding opportunities. Continue work on Mitigation Credit Agreement.
F Y 2 4 S C O P E
Prepare design plans and permit applications. Continue work on Mitigation Credit Agreement.
F Y 2 5 S C O P E
Finalize design plan and secure permits. Begin preparing bid package materials. Finalize work on Mitigation Credit
Agreement.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $52,549 $14,633 $22,156 $29,250 $13,529 $0 $132,117
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 20,000 0 0 0 20,000
8201–Architect/Engineering
Services
243,639 0 0 800,000 1,000,000 500,000 2,543,639
8202–Environmental/Planning
Services
201,584 210,000 262,500 0 0 0 674,084
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 79,841 0 0 0 0 9,200,000 9,279,841
Grand Total $577,613 $224,633 $304,656 $829,250 $1,013,529 $9,700,000 $12,649,681
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 577,613 (1,725,367) 204,656 (170,750) (1,986,471) 9,700,000 6,599,681
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 1,950,000 100,000 1,000,000 3,000,000 0 6,050,000
Grand Total $577,613 $224,633 $304,656 $829,250 $1,013,529 $9,700,000 $12,649,681
121Section 3 • Budget and Action Plan FY23
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Bear Creek Redwoods Preserve Plan: Invasive Weed Treatment and Restoration
Project #: MAA21-007
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
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.
F Y 2 3 S C O P E
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.
F Y 2 4 S C O P E
Implement year five of targeted weed treatments at Bear Creek Redwoods Preserve to restore native habitats along roads
and trails. Project is expected to require five years of treatment before habitats are restored to maintenance levels.
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $1,604 $8,118 $9,642 $9,111 $0 $0 $28,475
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 1,048,558 150,000 100,000 100,000 0 0 1,398,558
Grand Total $1,050,162 $158,118 $109,642 $109,111 $0 $0 $1,427,033
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 535,162 (650) 109,642 109,111 0 0 753,265
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 515,000 158,768 0 0 0 0 673,768
Grand Total $1,050,162 $158,118 $109,642 $109,111 $0 $0 $1,427,033
122 Section 3 • Budget and Action Plan FY23
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Bear Creek Redwoods Landfill Characterization and Remediation
Project #: MAA21-010
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Remediate former landfill to restore natural open space values, protect public health and safety, and allow for Phase
2 public access at Bear Creek Redwoods.
F Y 2 3 S C O P E
Hire a design-build firm to obtain permits and develop a remedial action plan for the dump.
F Y 2 4 S C O P E
Implement remedial design and cleanup.
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $11,838 $6,642 $0 $0 $0 $18,480
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
39,195 171,135 0 15,000 0 0 225,330
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 12,000 0 0 0 12,000
8205–Construction 0 0 95,000 160,000 0 0 255,000
Grand Total $39,195 $182,973 $113,642 $175,000 $0 $0 $510,810
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 39,195 182,973 113,642 175,000 0 0 510,810
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $39,195 $182,973 $113,642 $175,000 $0 $0 $510,810
123Section 3 • Budget and Action Plan FY23
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Alma Bridge Road Newt Passage
Project #: VP22-001
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Partnership project with Santa Clara County to complete CEQA, design, permitting, and implementation to
provide safe passage for wildlife across Alma Bridge Road. Continue stakeholder collaboration to protect local newt
population. Implementation to be led by Midpen or County. Long term Operation and Maintenance to shift to County.
F Y 2 3 S C O P E
Finalize design, CEQA and permitting of wildlife crossing structures. Possibly move into implementation of capital
project to install one or more wildlife crossing structures and associated directional fencing (dependent on support
and funding from partners and grantors).
F Y 2 4 S C O P E
Project completed in prior fiscal year(s). Implementation actions are listed separately under project VP22-XXX—Alma
Bridge Road Wildlife Passage.
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 149,996 20,000 230,000 0 0 0 399,996
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $149,996 $20,000 $230,000 $0 $0 $0 $399,996
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $149,996 $20,000 $230,000 $0 $0 $0 $399,996
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $149,996 $20,000 $230,000 $0 $0 $0 $399,996
124 Section 3 • Budget and Action Plan FY23
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Alma Bridge Road Wildlife Passage
Project #: VP22-002
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Partnership project with Santa Clara County to complete CEQA, design, permitting, and implementation to provide
safe passage for wildlife (newts) across Alma Bridge Road. District will retain a consultant to provide CEQA and
design services to provide safe passage for newts across Alma Bridge Road. Implementation to be led by District
or County. Long term Operation and Maintenance to shift to County.
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Implementation of capital project to install one or more wildlife crossing structures and associated directional
fencing (dependent on support from partners and funding).
F Y 2 5 S C O P E
Continue implementation of capital project to install one or more wildlife crossing structures and associated
directional fencing (dependent on support from partners and funding).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 120,000 0 0 120,000
8202–Environmental/Planning
Services
0 0 0 115,000 35,000 150,000 300,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 500,000 1,000,000 0 1,500,000
Grand Total $0 $0 $0 $735,000 $1,035,000 $150,000 $1,920,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 735,000 1,035,000 150,000 1,920,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $735,000 $1,035,000 $150,000 $1,920,000
125Section 3 • Budget and Action Plan FY23
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Public Access, Education and Outreach
Project #Project Name Fiscal Year FY23 FY24 FY25 3-Year Total Page #
10005 Purisima Preserve Multimodal
Access – Implementation
FY24/FY25 $0 $25,000 $25,000 $50,000 127
31901 ADA Barrier Removal FY23/FY24/FY25 1,281,500 795,000 330,000 2,406,500 128
31903 Hwy 35 Multi-use Trail
Crossing and Parking – Phase
I Feasibility Study and Phase II
Concept Design
FY23/FY24/FY25 95,000 100,000 100,000 295,000 129
31904 Purisima Preserve Multimodal
Access Study
FY23 35,000 0 0 35,000 130
31907 Johnston Ranch Loop Trail and
Parking Area
FY24/FY25 0 30,000 80,000 110,000 131
31908 Long Ridge Parking –
Feasibility Study
FY24/FY25 0 0 75,000 75,000 132
35006 Kennedy Trailhead Parking
Area Improvement
FY24/FY25 0 112,000 10,000 122,000 133
35008 Kennedy Trail Retaining Wall FY23/FY24 22,000 362,500 0 384,500 134
35013 Fremont Older Parking Lot
Improvements
FY24/FY25 0 73,000 222,000 295,000 135
35014 Guadalupe Creek Crossing
Replacement
FY24/FY25 0 133,000 50,000 183,000 136
35015 Rancho San Antonio Road
Repair
FY23/FY24 384,100 100,000 0 484,100 137
61025 FFO Trail Bridge Replacements FY23/FY24/FY25 17,500 34,500 34,500 86,500 138
61027 Rancho San Antonio ADA Path
to Deer Hollow Farm
FY23/FY24/FY25 66,000 95,000 15,000 176,000 139
61029 Monte Bello Black Mountain Trail
Extension
FY23/FY24/FY25 0 75,000 35,000 110,000 140
MAA03-005 Purisima-to-the-Sea Trail
and Parking Area – Phase I
Feasibility Study
FY23 176,000 0 0 176,000 141
MAA03-008 Purisima-to-the-Sea
Comprehensive Use and
Management Plan
FY24/FY25 0 65,000 65,000 130,000 142
MAA03-009 Purisima-to-the-Sea Parking FY24/FY25 0 198,969 197,718 396,687 143
MAA03-010 Purisima-to-the-Sea Trail FY24/FY25 0 55,000 155,000 210,000 144
MAA05-007 La Honda Creek Phase II Trail
Connections
FY23/FY24/FY25 85,000 105,000 306,500 496,500 145
MAA05-008 La Honda Creek White Barn
Structural Rehabilitation
FY23 314,134 0 0 314,134 146
MAA05-009 La Honda Creek Redwood
Cabin Removal and Site
Restoration
FY23/FY24 79,520 295,000 0 374,520 147
MAA05-012 Paulin Culvert/Bridge
Improvements
FY23/FY24/FY25 214,000 30,000 385,000 629,000 148
MAA05-013 La Honda Parking
and Trailhead Acces –
Implementation
FY25 0 0 80,000 80,000 149
MAA06-002 Hawthorns Area Plan FY23/FY24/FY25 208,680 299,104 168,280 676,064 150
MAA07-013 La Honda Event Center Area
Plan
FY25 0 0 282,500 282,500 151
MAA10-001 Alpine Road Regional Trail,
Coal Creek
FY23/FY24 3,377,737 326,282 0 3,704,019 152
126 Section 3 • Budget and Action Plan FY23
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MAA11-003 Rancho San Antonio (RSA)
Multimodal Access –
Implementation
FY23 25,000 0 0 25,000 153
MAA16-001 Long Ridge Trail Connection to
Eagle Rock and Devils Canyon
FY23/FY24/FY25 0 75,000 110,000 185,000 154
MAA20-002 Bay Area Ridge Trail: Highway
17 Crossing
FY23/FY24/FY25 594,725 1,189,093 2,268,230 4,052,048 155
MAA20-004 Spooky Knoll Trail Connections FY25 0 0 219,000 219,000 156
MAA21-004 Bear Creek Stables Project FY23/FY24 1,704,954 4,018,793 0 5,723,747 157
MAA21-006 Bear Creek Redwoods – Alma
College Cultural Landscape
Rehabilitation
FY23/FY24/FY25 489,083 145,000 75,000 709,083 158
MAA21-011 Phase II Trail Improvements,
Bear Creek Redwoods OSP
FY23/FY24 1,411,507 1,108,519 0 2,520,026 159
VP05-002 La Honda Creek Parking and
Trailhead Access – Phase I
Feasibility Study
FY23/FY24/FY25 160,000 58,000 100,000 318,000 160
VP11-001 Rancho San Antonio (RSA)
Multimodal Access –
Implementation
FY23/FY24 118,000 50,000 0 168,000 161
VP14-001 California Riding & Hiking Trails FY23 32,500 0 0 32,500 162
VP21-005 Bear Creek Redwoods North
Parking Area
FY23/FY24/FY25 61,000 100,000 75,000 236,000 163
Total $10,952,940 $10,053,760 $5,463,728 $26,470,428
S U P P O R T I N G P R O J E C T S
Project Name Project Purpose Lead Department Fiscal Year
Cooley Landing Site Use
Agreements
Formalize separate agreements/easements/MOUs (Midpen,
City of East Palo Alto, Regional Water Quality Control
Board, Menlo Fire) to meet operations and maintenance
requirements. Supports partnership at Cooley Landing park.
General Manager’s
Office
FY23
Regional Trails and Active
Transportation/Access to
Open Space Planning and
Coordination
Provide technical and planning support on external regional
trail and active transportation planning projects initiated by
partners and other public agencies.
Planning FY23/FY24/FY25
Trail Information System Provide enhanced quantitative trail data to the public to
inform wayfinding, recreation, and accessibility decisions.
Planning FY23/FY24/FY25
Trail Junction Numbering
System
Improve wayfinding on trails.Planning FY24/FY25
127Section 3 • Budget and Action Plan FY23
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P U B L I C A C C E S S , E D U C AT I O N A N D O U T R E A C H
Purisima Preserve Multimodal Access–Implementation
Project #: 10005
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Implement transportation demand management strategies at Purisima Creek to reduce parking challenges and
encourage multi-modal access to the preserve. Project implements Board approved transportation demand
management strategies not included as part of Purisima-to-the-Sea or Hwy 35 Multiuse Trail projects.
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Pending Board approval of recommendations, initiate scoping priority recommendations with consulting support;
begin implementing strategies that can be done with in-house support.
F Y 2 5 S C O P E
Continue implementation efforts.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 25,000 25,000 0 50,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $25,000 $25,000 $0 $50,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $25,000 $25,000 $0 $50,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $25,000 $25,000 $0 $50,000
128 Section 3 • Budget and Action Plan FY23
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P U B L I C A C C E S S , E D U C AT I O N A N D O U T R E A C H
ADA Barrier Removal
Project #: 31901
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Implement ADA barrier removals as identified and prioritized in the Board-approved ADA Transition Plan Update;
includes developing cost estimates, tracking, and reporting accomplishments.
F Y 2 3 S C O P E
Complete year four of priority barrier removals.
F Y 2 4 S C O P E
Complete year five of barrier removals.
F Y 2 5 S C O P E
Complete year six of barrier removals.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
118,806 243,110 58,000 100,000 0 0 519,916
8202–Environmental/Planning
Services
0 60,000 70,000 15,000 0 0 145,000
8203–Inspection/Construction
Monitoring
21,224 13,000 95,000 10,000 0 0 139,224
8204–Permitting Fees 46,998 80,000 60,000 0 0 0 186,998
8205–Construction 590,140 0 998,500 670,000 330,000 0 2,588,640
Grand Total $777,168 $396,110 $1,281,500 $795,000 $330,000 $0 $3,579,778
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 720,918 353,760 1,281,500 795,000 330,000 0 3,481,178
Grants/Partnerships/Other 56,250 42,350 0 0 0 0 98,600
Grand Total $777,168 $396,110 $1,281,500 $795,000 $330,000 $0 $3,579,778
129Section 3 • Budget and Action Plan FY23
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Hwy 35 Multi-use Trail Crossing and Parking–Phase I Feasibility Study and Phase II
Concept Design
Project #: 31903
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Partnership with the Bay Area Ridge Trail Council, SFPUC and POST. Explore feasibility for implementing a trail
crossing across Highway 35 to connect the regional Bay Area Ridge Trail from the planned SFPUC Bay Area Ridge
Trail Extension to the District's Purisima Creek Redwoods Preserve, as well as opportunities for expanded parking at
the North Ridge parking lot.
F Y 2 3 S C O P E
Continue feasibility studies and conceptual design work for the trail crossing and parking area expansion,
including biological surveys and habitat assessments. Engage key stakeholder groups for input on parking area
programming. Present the conceptual design alternatives to the Planning and Natural Resources Committee for
feedback before taking the project to the Board.
F Y 2 4 S C O P E
Pending Board approval of a preferred alternative, initiate environmental review and preliminary design.
F Y 2 5 S C O P E
Complete environmental review and preliminary design, and bring to the Board to certify the CEQA document/
adopt the CEQA findings and approve the project for final design.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 102,000 95,000 100,000 100,000 0 397,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $102,000 $95,000 $100,000 $100,000 $0 $397,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $(75,000) $(12,000) $95,000 $100,000 $100,000 $0 $208,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 75,000 114,000 0 0 0 0 189,000
Grand Total $0 $102,000 $95,000 $100,000 $100,000 $0 $397,000
130 Section 3 • Budget and Action Plan FY23
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Purisima Preserve Multimodal Access Study
Project #: 31904
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Explore non-motorized mobility and transit alternatives to encourage greener and equitable modes of transportation
to access Purisima Creek Redwoods Preserve.
F Y 2 3 S C O P E
Based on data collection, visitor survey responses, and stakeholder engagement, complete transportation demand
management study. Present recommendations to the Planning and Natural Resources Committee for discussion and
next steps, and subsequently to the full Board for concurrence on the recommended strategies to pursue.
F Y 2 4 S C O P E
Project completed in prior fiscal year(s).
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 90,000 35,000 0 0 0 125,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $90,000 $35,000 $0 $0 $0 $125,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $90,000 $35,000 $0 $0 $0 $125,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $90,000 $35,000 $0 $0 $0 $125,000
131Section 3 • Budget and Action Plan FY23
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Johnston Ranch Loop Trail and Parking Area
Project #: 31907
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Complete improvements to existing parking area and new trail loop at Johnston Ranch property that aligns with City
of Half Moon Bay's Local Coastal Program and Parks Master Plan.
F Y 2 3 S C O P E
Deferred due to delay on property acquisition and partner’s resource constraints.
F Y 2 4 S C O P E
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.
F Y 2 5 S C O P E
Present conceptual design options to the Planning and Natural Resources Committee at a community meeting and to
the Board. Refine the conceptual design option(s). Develop project description for CEQA for Board consideration.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 30,000 0 30,000
8202–Environmental/Planning
Services
0 0 0 30,000 30,000 0 60,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 20,000 20,000
8204–Permitting Fees 0 0 0 0 20,000 0 20,000
8205–Construction 0 0 0 0 0 115,000 115,000
Grand Total $0 $0 $0 $30,000 $80,000 $135,000 $245,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 30,000 80,000 135,000 245,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $30,000 $80,000 $135,000 $245,000
132 Section 3 • Budget and Action Plan FY23
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Long Ridge Parking–Feasibility Study
Project #: 31908
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Provide a public access staging area (parking, restroom, trailhead) for Long Ridge Preserve and trails (requested by
Director Kishimoto).
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Initiate discussions with Santa Clara County Parks, Caltrans and other stakeholders in scoping potential sites for parking.
F Y 2 5 S C O P E
Initiate feasibility study, public outreach and technical assessments.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 75,000 35,000 110,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $75,000 $35,000 $110,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $75,000 $35,000 $110,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $75,000 $35,000 $110,000
133Section 3 • Budget and Action Plan FY23
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P U B L I C A C C E S S , E D U C AT I O N A N D O U T R E A C H
Kennedy Trailhead Parking Area Improvement
Project #: 35006
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Expand and improve Kennedy trailhead parking area to address community-wide parking and access concerns,
and replace existing portable toilet with a permanent ADA-accessible vault restroom as part of ADA Barrier
Removal Project.
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Complete feasibility study for trailhead parking area improvements. Conduct stakeholder outreach.
F Y 2 5 S C O P E
Develop project conceptual designs to 35% and present to Planning and Natural Resources Committee for input.
Forward recommendation to the Board and seek Board approval of project description to begin CEQA process.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
23,497 359 0 19,500 0 252,500 295,856
8202–Environmental/Planning
Services
0 0 0 90,000 0 0 90,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 25,000 25,000
8204–Permitting Fees 0 0 0 0 10,000 0 10,000
8205–Construction 0 0 0 2,500 0 1,654,500 1,657,000
Grand Total $23,497 $359 $0 $112,000 $10,000 $1,932,000 $2,077,856
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 23,497 359 0 112,000 10,000 1,932,000 2,077,856
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $23,497 $359 $0 $112,000 $10,000 $1,932,000 $2,077,856
134 Section 3 • Budget and Action Plan FY23
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Kennedy Trail Retaining Wall
Project #: 35008
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Enhance safety for emergency vehicle access along a narrow segment of Kennedy Trail. Build a new supporting
retaining wall on the Kennedy Trail in Sierra Azul Open Space Preserve.
F Y 2 3 S C O P E
Complete geotechnical investigation, design and permitting.
F Y 2 4 S C O P E
Complete retaining wall construction.
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 22,000 5,500 0 0 27,500
8202–Environmental/Planning
Services
0 0 0 27,000 0 0 27,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 330,000 0 0 330,000
Grand Total $0 $0 $22,000 $362,500 $0 $0 $384,500
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 22,000 362,500 0 0 384,500
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $22,000 $362,500 $0 $0 $384,500
135Section 3 • Budget and Action Plan FY23
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Fremont Older Parking Lot Improvements
Project #: 35013
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Assess and improve existing creek culvert crossing. Repair existing parking lot to improve parking configuration,
ADA parking, traffic flow, and rock surface.
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Complete assessment and design documents, submit permit applications and initiate environmental review.
F Y 2 5 S C O P E
Complete environmental review, secure permits, bid project for construction, complete construction.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 58,000 1,000 0 59,000
8202–Environmental/Planning
Services
0 0 0 5,000 0 0 5,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 10,000 1,000 0 11,000
8205–Construction 0 0 0 0 220,000 0 220,000
Grand Total $0 $0 $0 $73,000 $222,000 $0 $295,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 73,000 222,000 0 295,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $73,000 $222,000 $0 $295,000
136 Section 3 • Budget and Action Plan FY23
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Guadalupe Creek Crossing Replacement
Project #: 35014
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Assess and improve existing creek culvert crossing. Replace existing culvert creek crossing with a bridge crossing.
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Complete assessment and design documents, submit permit applications, and initiate environmental review.
F Y 2 5 S C O P E
Complete environmental review, secure permits, bid project for construction.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 100,000 30,000 0 130,000
8202–Environmental/Planning
Services
0 0 0 18,000 5,000 0 23,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 15,000 15,000 0 30,000
8205–Construction 0 0 0 0 0 550,000 550,000
Grand Total $0 $0 $0 $133,000 $50,000 $550,000 $733,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 133,000 50,000 550,000 733,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $133,000 $50,000 $550,000 $733,000
137Section 3 • Budget and Action Plan FY23
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Rancho San Antonio Road Repair
Project #: 35015
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Improve existing service road and ADA access. Repair existing service road, replace culvert, and improve ADA
access from FFO to bridge near Deer Hollow Farm and portion of Mora paved trail.
F Y 2 3 S C O P E
Complete assessment, design documents, permits, and environmental review. Bid project for construction and begin
construction.
F Y 2 4 S C O P E
Complete construction.
F Y 2 5 S C O P E
Project completed in previous fiscal year.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 76,500 1,000 0 0 77,500
8202–Environmental/Planning
Services
0 0 15,000 5,000 0 0 20,000
8203–Inspection/Construction
Monitoring
0 0 29,500 10,500 0 0 40,000
8204–Permitting Fees 0 0 14,000 1,000 0 0 15,000
8205–Construction 0 0 249,100 82,500 0 0 331,600
Grand Total $0 $0 $384,100 $100,000 $0 $0 $484,100
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 384,100 100,000 0 0 484,100
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $384,100 $100,000 $0 $0 $484,100
138 Section 3 • Budget and Action Plan FY23
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FFO Trail Bridge Replacements
Project #: 61025
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Maintain safe trail use to continue public access within Preserves by replacing two wooden bridges. Replace
existing bridge on Bear Meadow Trail in Picchetti Ranch and on the Flume Trail in St. Joseph's Preserve.
F Y 2 3 S C O P E
Secure permits.
F Y 2 4 S C O P E
Initiate construction.
F Y 2 5 S C O P E
Complete construction.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 30,000 7,500 2,500 2,500 0 42,500
8202–Environmental/Planning
Services
0 5,000 0 0 0 0 5,000
8203–Inspection/Construction
Monitoring
0 0 0 2,000 2,000 0 4,000
8204–Permitting Fees 0 10,000 10,000 0 0 0 20,000
8205–Construction 0 0 0 30,000 30,000 0 60,000
Grand Total $0 $45,000 $17,500 $34,500 $34,500 $0 $131,500
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 45,000 17,500 34,500 34,500 0 131,500
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $45,000 $17,500 $34,500 $34,500 $0 $131,500
139Section 3 • Budget and Action Plan FY23
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P U B L I C A C C E S S , E D U C AT I O N A N D O U T R E A C H
Rancho San Antonio ADA Path to Deer Hollow Farm
Project #: 61027
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Evaluate feasibility of new ADA-accessible pedestrian path that separates existing combined use of pedestrians and
vehicles on road leading to Deer Hollow Farm to improve public accessibility and safety. Separate path may require
one or more road crossings with vehicular stops and/or potential bridge as the area is confined in a valley bottom
along a creek draining from Rogue Valley Pond.
F Y 2 3 S C O P E
Conduct site investigations and assessments and early resource agency coordination. Complete initial review by
ADA consultant. As needed, hire consultant to conduct biological and cultural resource surveys. Adjust trail scope
and/or planned alignment to avoid impacts as needed.
F Y 2 4 S C O P E
Conduct public outreach. Hold PNR meeting to review proposed trail improvements and prepare CEQA review.
F Y 2 5 S C O P E
Seek Board adoption of CEQA findings and approval of trail improvements. Secure any required permits.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 10,000 66,000 95,000 15,000 0 186,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $10,000 $66,000 $95,000 $15,000 $0 $186,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $10,000 $66,000 $95,000 $15,000 $0 $186,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $10,000 $66,000 $95,000 $15,000 $0 $186,000
140 Section 3 • Budget and Action Plan FY23
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P U B L I C A C C E S S , E D U C AT I O N A N D O U T R E A C H
Monte Bello Black Mountain Trail Extension
Project #: 61029
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Utilize the existing trail easement through Lehigh Quarry lands to construct a route that has a more gradual ascent
of Black Mountain. Design, permit and build an alternate to the upper section of the existing Black Mountain Trail.
F Y 2 3 S C O P E
Project scoping and scouting.
F Y 2 4 S C O P E
Initiate technical studies.
F Y 2 5 S C O P E
Prepare project description and initiate environmental review.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 25,000 25,000 0 50,000
8202–Environmental/Planning
Services
0 0 0 50,000 0 0 50,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 20,000 20,000
8204–Permitting Fees 0 0 0 0 10,000 25,000 35,000
8205–Construction 0 0 0 0 0 75,000 75,000
Grand Total $0 $0 $0 $75,000 $35,000 $120,000 $230,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 75,000 35,000 120,000 230,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $75,000 $35,000 $120,000 $230,000
141Section 3 • Budget and Action Plan FY23
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P U B L I C A C C E S S , E D U C AT I O N A N D O U T R E A C H
Purisima-to-the-Sea Trail and Parking Area–Phase I Feasibility Study
Project #: MAA03-005
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Plan for a new parking area and trail connecting the Coastal Trail on Highway 1 to the Bay Area Ridge Trail on
Highway 35.
F Y 2 3 S C O P E
Finalize feasibility studies for the trail extension, parking area, connector trails and roadway crossings and present
results to the Board to confirm next steps.
F Y 2 4 S C O P E
Project completed in prior fiscal year(s).
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $18,729 $54,405 $15,000 $0 $0 $0 $88,134
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 152,630 0 0 0 0 0 152,630
8201–Architect/Engineering
Services
85,567 148,000 111,000 0 0 0 344,567
8202–Environmental/Planning
Services
0 0 50,000 0 0 0 50,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $256,925 $202,405 $176,000 $0 $0 $0 $635,330
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 181,688 37,405 115,237 0 0 0 334,330
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 75,237 165,000 60,763 0 0 0 301,000
Grand Total $256,925 $202,405 $176,000 $0 $0 $0 $635,330
142 Section 3 • Budget and Action Plan FY23
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P U B L I C A C C E S S , E D U C AT I O N A N D O U T R E A C H
Purisima-to-the-Sea Comprehensive Use and Management Plan
Project #: MAA03-008
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Develop comprehensive plan for a new parking area and trail connecting the Coastal Trail on Highway 1 to the
Bay Area Ridge Trail on Highway 35.
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Conduct additional technical studies as needed and develop draft CUMP. Conduct public outreach and review
with PNR to finalize the draft CUMP. Forward the CUMP to the Board to approve as the CEQA Project Description.
Contract with CEQA consultant and initiate environmental review.
F Y 2 5 S C O P E
Complete the CEQA review and seek Board approval of the CUMP.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 65,000 65,000 10,000 140,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $65,000 $65,000 $10,000 $140,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 65,000 65,000 10,000 140,000
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $65,000 $65,000 $10,000 $140,000
143Section 3 • Budget and Action Plan FY23
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P U B L I C A C C E S S , E D U C AT I O N A N D O U T R E A C H
Purisima-to-the-Sea Parking
Project #: MAA03-009
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Provide a public access staging area and connections to the redwoods trail system and the Coastal Trail.
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Hire a design consultant and begin conceptual designs (designs to be used to inform CEQA review that is planned
under the Purisima-to-the-Sea Comprehensive Use and Management Plan).
F Y 2 5 S C O P E
Complete conceptual design and forward to the Board for approval. Begin design development.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $7,969 $22,718 $0 $30,687
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 191,000 135,000 40,000 366,000
8202–Environmental/Planning
Services
0 0 0 0 0 25,000 25,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 25,000 25,000
8204–Permitting Fees 0 0 0 0 40,000 5,000 45,000
8205–Construction 0 0 0 0 0 3,500,000 3,500,000
Grand Total $0 $0 $0 $198,969 $197,718 $3,595,000 $3,991,687
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 198,969 197,718 3,595,000 3,991,687
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $198,969 $197,718 $3,595,000 $3,991,687
144 Section 3 • Budget and Action Plan FY23
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P U B L I C A C C E S S , E D U C AT I O N A N D O U T R E A C H
Purisima-to-the-Sea Trail
Project #: MAA03-010
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Connect the existing Purisima Creek Redwoods trail system to the Pacific Ocean by completing the multi-use
Purisima-to-the-Sea trail.
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Initiate trail design and engineering and conduct focused biological and cultural resource surveys on preferred trail
alignment.
F Y 2 5 S C O P E
Continue with trail design and engineering. Complete biological and cultural resource surveys to support the
environmental review process.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $1,500,000 $1,500,000
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 25,000 125,000 0 150,000
8202–Environmental/Planning
Services
0 0 0 30,000 30,000 0 60,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 90,000 90,000
8204–Permitting Fees 0 0 0 0 0 45,000 45,000
8205–Construction 0 0 0 0 0 275,000 275,000
Grand Total $0 $0 $0 $55,000 $155,000 $1,910,000 $2,120,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 55,000 155,000 1,910,000 2,120,000
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $55,000 $155,000 $1,910,000 $2,120,000
145Section 3 • Budget and Action Plan FY23
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P U B L I C A C C E S S , E D U C AT I O N A N D O U T R E A C H
La Honda Creek Phase II Trail Connections
Project #: MAA05-007
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Implement Master Plan Phase II Trails to connect visitors from the Harrington Creek Trail to the central and northern
areas of La Honda Creek Preserve.
F Y 2 3 S C O P E
Develop design documents for trail improvements. Prepare and submit county and regulatory permit applications.
F Y 2 4 S C O P E
Secure permits.
F Y 2 5 S C O P E
Proceed with construction.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $5,574 $5,000 $50,000 $194,000 $245,000 $499,574
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 15,000 70,000 40,000 0 0 125,000
8202–Environmental/Planning
Services
0 45,000 0 0 0 0 45,000
8203–Inspection/Construction
Monitoring
0 0 0 0 22,500 10,000 32,500
8204–Permitting Fees 0 0 10,000 15,000 0 0 25,000
8205–Construction 0 0 0 0 90,000 205,000 295,000
Grand Total $0 $65,574 $85,000 $105,000 $306,500 $460,000 $1,022,074
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 65,574 85,000 105,000 306,500 460,000 1,022,074
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $65,574 $85,000 $105,000 $306,500 $460,000 $1,022,074
146 Section 3 • Budget and Action Plan FY23
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P U B L I C A C C E S S , E D U C AT I O N A N D O U T R E A C H
La Honda Creek White Barn Structural Rehabilitation
Project #: MAA05-008
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Preserve the La Honda Creek White Barn as historic resource. Repair the La Honda Creek White Barn for external
viewing and interpretation. Repair the exterior, stabilize the structure, and exclude wildlife.
F Y 2 3 S C O P E
Begin and complete the repairs.
F Y 2 4 S C O P E
Project completed in prior fiscal year(s).
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $34,463 $21,137 $14,134 $0 $0 $0 $69,734
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
71,454 94,000 36,000 0 0 0 201,454
8202–Environmental/Planning
Services
36,352 37,000 15,000 0 0 0 88,352
8203–Inspection/Construction
Monitoring
0 0 30,000 0 0 0 30,000
8204–Permitting Fees 0 0 15,000 0 0 0 15,000
8205–Construction 542 0 204,000 0 0 0 204,542
Grand Total $142,811 $152,137 $314,134 $0 $0 $0 $609,082
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 142,811 152,137 314,134 0 0 0 609,082
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $142,811 $152,137 $314,134 $0 $0 $0 $609,082
147Section 3 • Budget and Action Plan FY23
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P U B L I C A C C E S S , E D U C AT I O N A N D O U T R E A C H
La Honda Creek Redwood Cabin Removal and Site Restoration
Project #: MAA05-009
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Remove the La Honda Creek Redwood Cabin and enhance the natural resource values of the site.
F Y 2 3 S C O P E
Complete CEQA review and submit permit applications. Prepare bid package, solicit bids and award contract.
F Y 2 4 S C O P E
Complete demolition work.
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $9,983 $8,430 $4,000 $0 $0 $0 $22,413
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
83,685 0 0 0 0 0 83,685
8202–Environmental/Planning
Services
26,020 96,939 65,520 0 0 0 188,479
8203–Inspection/Construction
Monitoring
0 0 0 20,000 0 0 20,000
8204–Permitting Fees 0 0 10,000 0 0 0 10,000
8205–Construction 0 0 0 275,000 0 0 275,000
Grand Total $119,687 $105,369 $79,520 $295,000 $0 $0 $599,576
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 119,687 105,369 79,520 295,000 0 0 599,576
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $119,687 $105,369 $79,520 $295,000 $0 $0 $599,576
148 Section 3 • Budget and Action Plan FY23
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P U B L I C A C C E S S , E D U C AT I O N A N D O U T R E A C H
Paulin Culvert/Bridge Improvements
Project #: MAA05-012
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Facilitate future Bay Area Ridge Trail access from Upper La Honda Creek Preserve to El Corte de Madera Creek
Preserve. Assess the existing culvert/bridge crossing of La Honda Creek on the main patrol access road from
Skyline Boulevard into La Honda Creek Preserve to determine whether the culvert and failing retaining walls should
be replaced or repaired for maintenance, patrol, and emergency access. Implement assessment recommendations.
Remove remains of dilapidated rail car bride crossing north of redwood cabin site.
F Y 2 3 S C O P E
Assess culvert/bridge conditions. Prepare design plans based on assessment recommendations. Conduct environmental
review and prepare permit applications.
F Y 2 4 S C O P E
Secure permits. Prepare bid package, solicit bids, award construction contract.
F Y 2 5 S C O P E
Complete construction.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $8,300 $5,000 $17,600 $0 $30,900
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 106,700 0 0 0 106,700
8202–Environmental/Planning
Services
0 0 82,500 0 0 0 82,500
8203–Inspection/Construction
Monitoring
0 0 16,500 0 37,400 0 53,900
8204–Permitting Fees 0 0 0 25,000 0 0 25,000
8205–Construction 0 0 0 0 330,000 0 330,000
Grand Total $0 $0 $214,000 $30,000 $385,000 $0 $629,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 214,000 30,000 385,000 0 629,000
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $214,000 $30,000 $385,000 $0 $629,000
149Section 3 • Budget and Action Plan FY23
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La Honda Parking and Trailhead Access–Implementation
Project #: MAA05-013
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Provide access to the central area of the La Honda Creek Preserve.
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Project has not started yet.
F Y 2 5 S C O P E
Pending completion of CEQA review, Engineering & Construction will hire a design consultant and begin design
development.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 25,000 460,000 485,000
8202–Environmental/Planning
Services
0 0 0 0 55,000 90,000 145,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 100,000 100,000
8204–Permitting Fees 0 0 0 0 0 70,000 70,000
8205–Construction 0 0 0 0 0 2,756,000 2,756,000
Grand Total $0 $0 $0 $0 $80,000 $3,476,000 $3,556,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 80,000 3,476,000 3,556,000
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $80,000 $3,476,000 $3,556,000
150 Section 3 • Budget and Action Plan FY23
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P U B L I C A C C E S S , E D U C AT I O N A N D O U T R E A C H
Hawthorns Area Plan
Project #: MAA06-002
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Develop a plan to guide ecologically sensitive public access improvements and future natural resource and land
management activities at the Hawthorns Area of Windy Hill Open Space Preserve.
F Y 2 3 S C O P E
Continue data collection, surveys, technical studies, and stakeholder engagement to further characterize resources
at the Hawthorns Area and identify site opportunities and constraints.
F Y 2 4 S C O P E
Develop use and management objectives, natural resource management and public access programming, and
conceptual site plan alternatives. Conduct comprehensive public engagement, including stakeholder coordination,
public workshops, site tours, surveys, and working group.
F Y 2 5 S C O P E
Compile the Hawthorns Area Plan and conduct environmental review per the California Environmental Quality Act.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $33,680 $39,104 $40,280 $0 $113,064
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 35,000 30,000 85,000 35,000 0 185,000
8202–Environmental/Planning
Services
40,951 90,000 145,000 175,000 90,000 0 540,951
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 3,000 0 3,000
8205–Construction 0 0 0 0 0 0 0
Grand Total $40,951 $125,000 $208,680 $299,104 $168,280 $0 $842,015
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 40,951 125,000 208,680 299,104 168,280 0 842,015
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $40,951 $125,000 $208,680 $299,104 $168,280 $0 $842,015
151Section 3 • Budget and Action Plan FY23
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P U B L I C A C C E S S , E D U C AT I O N A N D O U T R E A C H
La Honda Event Center Area Plan
Project #: MAA07-013
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Develop a use and management plan for the Event Center and Apple Orchard properties at La Honda and
incorporate them into the 2012 La Honda Master Plan.
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Project has not started yet.
F Y 2 5 S C O P E
Initiate technical studies, site opportunities and constraints analysis, and conceptual site plan development.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 197,500 62,500 260,000
8202–Environmental/Planning
Services
0 0 0 0 85,000 50,000 135,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 3,000 3,000
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $282,500 $115,500 $398,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 282,500 115,500 398,000
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $282,500 $115,500 $398,000
152 Section 3 • Budget and Action Plan FY23
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P U B L I C A C C E S S , E D U C AT I O N A N D O U T R E A C H
Alpine Road Regional Trail, Coal Creek
Project #: MAA10-001
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Trail improvements to enhance public access, repair damaged sections, and reduce further erosion and
sedimentation downstream.
F Y 2 3 S C O P E
Complete contractor construction (phase 1). Finalize permitting and design for the bypass trail reroute (phase 2).
F Y 2 4 S C O P E
Crew to construct reroute of bypass trail (phase 2). Close out all regulatory permits. Complete negotiations with San
Mateo County in accordance with MOU for transfer of right-of-way and other property rights.
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $54,241 $42,271 $56,737 $138,782 $0 $0 $292,031
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 4,286 0 0 0 0 0 4,286
8201–Architect/Engineering
Services
204,784 62,500 75,000 7,500 0 0 349,784
8202–Environmental/Planning
Services
175,600 10,000 0 0 0 0 185,600
8203–Inspection/Construction
Monitoring
0 10,000 65,000 25,000 0 0 100,000
8204–Permitting Fees 23,736 10,000 20,000 0 0 0 53,736
8205–Construction 5,000 0 3,161,000 155,000 0 0 3,321,000
Grand Total $467,646 $134,771 $3,377,737 $326,282 $0 $0 $4,306,436
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 467,646 134,771 3,105,526 326,282 0 0 4,034,225
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 272,211 0 0 0 272,211
Grand Total $467,646 $134,771 $3,377,737 $326,282 $0 $0 $4,306,436
153Section 3 • Budget and Action Plan FY23
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P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H
Rancho San Antonio (RSA) Multimodal Access –Implementation
Project #: MAA11-003
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Implement transportation demand management strategies at Rancho San Antonio to reduce parking challenges and
encourage multi-modal access to the preserve. *This project is the same as VP11-001 but is separate as not all the work
is MAA eligible.
F Y 2 3 S C O P E
Continue implementation of tier 1 strategies to install bicycle facilities, dynamic signage, and bike access improvements.
F Y 2 4 S C O P E
Complete implementation of tier 1 strategies.
F Y 2 5 S C O P E
Consider tier 2 strategies if necessary.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 10,000 0 0 0 10,000
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 45,000 15,000 0 0 0 60,000
Grand Total $0 $45,000 $25,000 $0 $0 $0 $70,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 45,000 25,000 0 0 0 70,000
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $45,000 $25,000 $0 $0 $0 $70,000
154 Section 3 • Budget and Action Plan FY23
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P U B L I C A C C E S S , E D U C AT I O N A N D O U T R E A C H
Long Ridge Trail Connection to Eagle Rock and Devils Canyon
Project #: MAA16-001
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Provide public access to an approximately one-mile trail connection to Eagle Rock and Devils Canyon.
F Y 2 3 S C O P E
Assess project goals. Continue trail scouting and identify site opportunities and constraints.
F Y 2 4 S C O P E
Initiate project feasibility and stakeholder outreach in conjunction with the Long Ridge Parking Feasibility Project.
Conduct initial biological/cultural resource assessments.
F Y 2 5 S C O P E
Develop project description in conjunction with Long Ridge Parking Feasibility Study project. Initiate technical
studies and preliminary design.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 60,000 80,000 0 140,000
8202–Environmental/Planning
Services
0 0 0 15,000 30,000 75,000 120,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $75,000 $110,000 $75,000 $260,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 75,000 110,000 75,000 260,000
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $75,000 $110,000 $75,000 $260,000
155Section 3 • Budget and Action Plan FY23
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P U B L I C A C C E S S , E D U C AT I O N A N D O U T R E A C H
Bay Area Ridge Trail: Highway 17 Crossing
Project #: MAA20-002
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Provide a regional recreational trail across Highway 17 in Santa Clara County by constructing a new overcrossing
near Los Gatos and Lexington Reservoir in close alignment with the HWY 17 Wildlife Crossing project MAA20-001.
F Y 2 3 S C O P E
Continue Caltrans PA&ED phase, including CEQA/NEPA review. Continue the Use & Management planning
process for the crossings, regional trail connections, and other improvements associated with the Project. Continue
public and partner outreach, and seek funding opportunities.
F Y 2 4 S C O P E
Complete Caltrans PA&ED phase including CEQA/NEPA review for Board consideration. Initiate RFQP for
consultant permitting assistance and preliminary design development in coordination with Caltrans, resource
agencies, and partners. Bring the Comprehensive Use & Management Plan to the Board for consideration at the
same time as adoption of the CEQA document. Conduct/oversee permitting and design work. Continue partnership
agreement discussions and negotiations with partner agencies and organizations.
F Y 2 5 S C O P E
Finalize Property Rights for connecting trails before constructing trail crossing. Continue permitting and design.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $79,808 $42,760 $47,225 $164,093 $243,230 $300,000 $877,116
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 20,000 0 0 0 20,000
8201–Architect/Engineering
Services
161,082 10,000 40,000 1,025,000 2,025,000 1,000,000 4,261,082
8202–Environmental/Planning
Services
352,505 430,000 487,500 0 0 0 1,270,005
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 323 0 0 0 0 0 323
8205–Construction 0 0 0 0 0 18,100,000 18,100,000
Grand Total $593,718 $482,760 $594,725 $1,189,093 $2,268,230 $19,400,000 $24,528,526
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 593,718 482,760 594,725 1,189,093 2,268,230 1,300,000 6,428,526
40–General Fund Capital 0 0 0 0 0 18,100,000 18,100,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $593,718 $482,760 $594,725 $1,189,093 $2,268,230 $19,400,000 $24,528,526
156 Section 3 • Budget and Action Plan FY23
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Spooky Knoll Trail Connections
Project #: MAA20-004
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Spooky Knoll Trail/new Hwy 17 Trail Connections -Construction of trails outside of Caltrans ROW. Evaluate existing
roadcut stability, engineer and permit drainage crossings, and initiate trail improvements.
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Project has not started yet.
F Y 2 5 S C O P E
Design, permit and build new trail connections.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 50,000 0 50,000
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 19,000 0 19,000
8205–Construction 0 0 0 0 150,000 0 150,000
Grand Total $0 $0 $0 $0 $219,000 $0 $219,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 219,000 0 219,000
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $219,000 $0 $219,000
157Section 3 • Budget and Action Plan FY23
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P U B L I C A C C E S S , E D U C AT I O N A N D O U T R E A C H
Bear Creek Stables Project
Project #: MAA21-004
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Implement maintenance and repairs plan to maintain equestrian use. Evaluate long-term water needs and implement
water infrastructure improvements for Bear Creek Stables operation.
F Y 2 3 S C O P E
Secure Building Permits, prepare Bid Package, Solicit a Request for Bids, Award Contract, and Initiate Construction.
F Y 2 4 S C O P E
Complete construction.
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $52,249 $22,716 $35,454 $45,293 $0 $0 $155,712
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
637,167 130,000 325,000 95,000 0 0 1,187,167
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
11,800 15,000 25,500 27,500 0 0 79,800
8204–Permitting Fees 1,275 14,600 19,000 1,000 0 0 35,875
8205–Construction 36,499 0 1,300,000 3,850,000 0 0 5,186,499
Grand Total $738,990 $182,316 $1,704,954 $4,018,793 $0 $0 $6,645,053
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 738,990 182,316 1,704,954 1,545,263 0 0 4,171,523
40–General Fund Capital 0 0 0 1,250,000 0 0 1,250,000
Grants/Partnerships/Other 0 0 0 1,223,530 0 0 1,223,530
Grand Total $738,990 $182,316 $1,704,954 $4,018,793 $0 $0 $6,645,053
158 Section 3 • Budget and Action Plan FY23
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P U B L I C A C C E S S , E D U C AT I O N A N D O U T R E A C H
Bear Creek Redwoods – Alma College Cultural Landscape Rehabilitation
Project #: MAA21-006
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
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.
F Y 2 3 S C O P E
Complete the site construction work. Purchase and install year 1 of native nursery plants, seed, plant protections (to
protect from animal browsing), and fencing.
F Y 2 4 S C O P E
Purchase and install year 2 of native nursery plants, seed, plant protections, and fencing.
F Y 2 5 S C O P E
Purchase and install final year of native nursery plants, seed, plant protections, and fencing.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $222,394 $77,449 $16,083 $0 $0 $0 $315,926
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
760,134 81,871 5,000 0 0 0 847,005
8202–Environmental/Planning
Services
97,900 10,000 0 0 0 0 107,900
8203–Inspection/Construction
Monitoring
65,780 77,500 2,000 0 0 0 145,280
8204–Permitting Fees 46,919 33,000 2,000 0 0 0 81,919
8205–Construction 507,545 3,193,807 464,000 145,000 75,000 0 4,385,352
Grand Total $1,700,672 $3,473,627 $489,083 $145,000 $75,000 $0 $5,883,382
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 1,700,672 2,723,508 (353,355) 145,000 75,000 0 4,290,825
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 750,119 842,438 0 0 0 1,592,557
Grand Total $1,700,672 $3,473,627 $489,083 $145,000 $75,000 $0 $5,883,382
159Section 3 • Budget and Action Plan FY23
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Phase II Trail Improvements, Bear Creek Redwoods OSP
Project #: MAA21-011
Fund: 30 – Measure AA Capital
P R O J E C T D E S C R I P T I O N
Implement phase 2 trail improvements, including multiuse through-trail connection, to open eastern part of Bear
Creek Redwoods Open Space Preserve to public access.
F Y 2 3 S C O P E
Solicit bids for construction work. Initiate bridge and culvert construction. Conduct biomonitoring and revegetation/
reseeding as needed. Begin construction of trail, including new connecting trail and trailhead to the BCR/Hwy 17
junction.
F Y 2 4 S C O P E
Complete construction work. Closeout grant. Conduct regulatory monitoring.
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $152,975 $105,000 $175,352 $70,664 $0 $0 $503,991
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
461,412 175,000 90,855 103,855 0 0 831,122
8202–Environmental/Planning
Services
36,024 0 0 0 0 0 36,024
8203–Inspection/Construction
Monitoring
0 0 15,000 10,000 0 0 25,000
8204–Permitting Fees 22,663 17,250 5,500 500 0 0 45,913
8205–Construction 41,200 50,000 1,124,800 923,500 0 0 2,139,500
Grand Total $714,274 $347,250 $1,411,507 $1,108,519 $0 $0 $3,581,550
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 714,274 347,250 0 (651,095)0 0 410,429
40–General Fund Capital 0 0 0 200,000 0 0 200,000
Grants/Partnerships/Other 0 0 1,411,507 1,559,614 0 0 2,971,121
Grand Total $714,274 $347,250 $1,411,507 $1,108,519 $0 $0 $3,581,550
160 Section 3 • Budget and Action Plan FY23
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La Honda Creek Parking and Trailhead Access – Phase I Feasibility Study
Project #: VP05-002
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Implement feasible options to provide public access to the central area of the preserve that meet the Board-approved
goals for the project.
F Y 2 3 S C O P E
Complete technical analysis and present findings to PNR for review, input, and direction on next steps toward
developing conceptual site plan alternatives. Respond to feedback from public and stakeholder engagement.
F Y 2 4 S C O P E
Present technical and feasibility analysis, findings, and PNR recommendations to the Board for review, input, and
confirmation on direction for next steps. Select preferred site plan alternatives to advance into environmental review
and design development. Continue public and stakeholder engagement. Hire environmental planning consultant
and initiate environmental review.
F Y 2 5 S C O P E
Complete environmental review. Bring final proposed parking and trailhead access project to the Board to certify the
CEQA document/adopt the CEQA findings and approve the project to proceed with design and implementation.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 45,142 231,215 160,000 58,000 100,000 0 594,357
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $45,142 $231,215 $160,000 $58,000 $100,000 $0 $594,357
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $45,142 $231,215 $160,000 $58,000 $100,000 $0 $594,357
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $45,142 $231,215 $160,000 $58,000 $100,000 $0 $594,357
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Rancho San Antonio (RSA) Multimodal Access – Implementation
Project #: VP11-001
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Implement transportation demand management strategies at Rancho San Antonio to reduce parking challenges and
encourage multi-modal access to the preserve. *This project is the same as MAA11-003 but is separate as not all the
work is MAA eligible.
F Y 2 3 S C O P E
Continue coordinating with implementation partners on timing, funding and implementation of tier 1 partnership
elements. Complete feasibility studies for the shuttle program and ride hail program. Initiate pilot programs if deemed
feasible.
F Y 2 4 S C O P E
Continue implementation of tier 1 strategies. Evaluate pilot programs' effectiveness and consider long-term
implementation if feasible.
F Y 2 5 S C O P E
Consider tier 2 strategies if necessary.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $33,000 $53,000 $0 $0 $0 $86,000
5000-7000–Service & Supplies 59,324 40,000 65,000 50,000 0 0 214,324
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $59,324 $73,000 $118,000 $50,000 $0 $0 $300,324
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $59,324 $73,000 $118,000 $50,000 $0 $0 $300,324
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $59,324 $73,000 $118,000 $50,000 $0 $0 $300,324
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California Riding & Hiking Trails
Project #: VP14-001
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Pursue viable sections of the California Riding & Hiking Trail at Russian Ridge, Teague Hill and Lower La Honda
Creek to Sam McDonald County Park to expand opportunities for trail connections. Work with State Parks to receive
quitclaim deed for existing California Riding and Hiking Trail easement along Woodruff Creek as connection
between Russian Ridge and the Woodruff Redwoods addition to La Honda Creek, and work with San Mateo County
Parks on connections between La Honda Creek and Sam McDonald Park.
F Y 2 3 S C O P E
Complete transfer of California Riding and Hiking Trail (CRHT) from State of California to the District. Acquire
additional private trail easements as needed. Initiate outreach and negotiation with private property owners subject
to existing CRHT easements.
F Y 2 4 S C O P E
Continue outreach and negotiations with private property owners subject to existing CRHT easements.
F Y 2 5 S C O P E
Continue negotiations with private property owners subject to existing CRHT easements.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 32,500 0 0 0 32,500
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $32,500 $0 $0 $0 $32,500
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 32,500 0 0 0 32,500
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $32,500 $0 $0 $0 $32,500
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P U B L I C A C C E S S , E D U C AT I O N A N D O U T R E A C H
Bear Creek Redwoods North Parking Area
Project #: VP21-005
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Construct new North Parking Area to expand and improve parking capacity at Bear Creek Redwoods Preserve
as prioritized in Phase III of the Bear Creek Redwoods Preserve Plan. Plan, design, permit and construct a new
paved parking lot and visitor entrance driveway, with vehicular and equestrian parking/staging, vault restroom,
interpretive signage, and bicycle racks.
F Y 2 3 S C O P E
Conduct planning and technical studies for conceptual design alternatives.
F Y 2 4 S C O P E
Initiate public outreach and stakeholder engagement on conceptual site plan alternatives. Revise conceptual design
with Board Committee, Board and public input.
F Y 2 5 S C O P E
Initiate evaluation of selected site plan alternative for CEQA consistency with Preserve Plan EIR, conduct additional
CEQA review if needed.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 45,000 55,000 75,000 50,000 225,000
8202–Environmental/Planning
Services
0 0 16,000 20,000 0 0 36,000
8203–Inspection/Construction
Monitoring
0 0 0 25,000 0 40,000 65,000
8204–Permitting Fees 0 0 0 0 0 22,000 22,000
8205–Construction 0 0 0 0 0 1,752,500 1,752,500
Grand Total $0 $0 $61,000 $100,000 $75,000 $1,864,500 $2,100,500
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 61,000 100,000 75,000 1,864,500 2,100,500
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $61,000 $100,000 $75,000 $1,864,500 $2,100,500
164 Section 3 • Budget and Action Plan FY23
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Assets and Organizational Support
Project #Project Name Fiscal Year FY23 FY24 FY25 3-Year Total Page #
10001 Records Management FY23 $80,000 $0 $0 $80,000 166
10002 San Mateo County Master
Permit
FY23 10,000 0 0 10,000 167
10003 Diversity, Equity, and Inclusion
Program Actions
FY23/FY24/FY25 50,000 50,000 50,000 150,000 168
10004*FOSM Update FY23 30,000 0 0 30,000 169
31202-11-
100000
New Administrative Office
(AO) Facility
FY23 146,000 0 0 146,000 170
31905 Basic Policies for the Coastal
Annexation Area
FY23/FY24/FY25 0 20,000 10,000 30,000 171
35004 Sierra Azul Ranger Residence FY23/FY24 295,000 307,000 0 602,000 172
35007 Hawthorn Roof Replacement FY24/FY25 0 303,000 95,500 398,500 173
35009 Red Barn Roof Repair FY23/FY24 255,000 73,000 0 328,000 174
35010 Structure Disposition FY23/FY24/FY25 516,500 524,500 524,500 1,565,500 175
35011 Hawthorns Historic Complex
Structural Assessment
FY23 82,239 0 0 82,239 176
40013 50th Anniversary Public
Events and Activities
FY23 174,151 0 0 174,151 177
50005 Tyler Munis Enterprise
Resource Planning (ERP)
Migration
FY23 102,000 0 0 102,000 178
51705 Cybersecurity Audit FY23/FY24 25,000 35,000 0 60,000 179
51706 Cybersecurity Implementation FY25 0 0 40,000 40,000 180
51707 District-wide Firewall Upgrade FY23/FY24/FY25 0 105,000 15,000 120,000 181
51708 Preserve Use Permit System FY23/FY24/FY25 0 35,000 75,000 110,000 182
51709 Ranger Laptop Refresh FY23/FY24 60,000 60,000 0 120,000 183
61020 Thornewood Residence
Evaluation
FY23 253,000 0 0 253,000 184
61026 Quam Residence Road Repair FY23/FY24 202,000 148,000 0 350,000 185
65407 Radio System Assessment and
Upgrade
FY23 1,445,000 0 0 1,445,000 186
None District Office Server Refresh FY23/FY24 90,000 10,000 0 100,000 187
None Vehicle and Machinery/
Equipment Purchases
Reoccurring 715,000 465,000 465,000 1,645,000 188
Total $4,530,890 $ 2,135,500 $1,275,000 $7,941,390
*Budgeted amount is a placeholder. This item will be brought back to the Board at an FY23 quarterly review when the total cost is determined.
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S U P P O R T I N G P R O J E C T S
Project Name Project Purpose Lead Department Fiscal Year
Bear Creek Stables
Operator RFP/Lease
Enter into agreement with long term tenant to manage Bear Creek Stables
operation.
Land and Facilities FY23
Computer System Failover
(Off-site)
Continue the off-site computer system failover to maintain business
continuity in the event physical servers are damaged by fire, natural
disaster, or cyberattack.
Administrative
Services
FY25
Customer Relationship
Management (CRM)*
Provide more efficient management of public notification and
engagement processes, including mailings/email notifications, and
create consistent contact management for contact information of partners,
vendors and outside organizations.
Public Affairs FY23
Design-Build Legislation Provide District with permanent ability to utilize design-build contracting
for capital projects as a useful contracting tool.
Public Affairs FY23
Fire Suppression
Program: Review Staffing,
Equipment and Training*
Review and update the Fire Suppression Program to remain well
prepared for future fire suppression events.
General
Manager's Office
FY23
Fleet Management The IT Master Plan recommends implementing a Fleet Management
System to plan, program, and track the management (including
replacements and maintenance) of the vehicle and equipment fleet.
Administrative
Services
FY24/FY25
Fleet Transition Plan Create a medium to long term plan to transition the fleet away from fossil
fuels, as an item under the Climate Action Plan.
Land and
Facilities
FY23
GIS Strategic Plan The IT Master Plan recommends developing a GIS Strategic Plan that
will establish a unified vision, goals and objectives for the GIS Program,
provide a framework for department staff and other stakeholders to
efficiently and effectively use geospatial technology, and prepare a
roadmap for the future of GIS at Midpen.
Administrative
Services
FY24
Good Neighbor Policy
Update
Review and update the Good Neighbor policy as appropriate to ensure
policy remains fresh and effective in maintaining positive relationships
with neighbors/adjacent landowners.
Public Affairs FY23
Historic Resources
Procedural Guide/Library
Develop an administrative historic resources procedural guide as a
guiding document for consistent historic resource management and
update existing database.
Planning FY23/FY24
IT Master Plan Update Improve Midpen's technology tools.Administrative
Services
FY25
Public GIS Hub The IT Master Plan recommends building a comprehensive online hub
of GIS resources for the public and community stakeholders to access
Midpen GIS data services and discover interactive mapping applications,
dashboards, and StoryMaps for ease of public retrieval and use. There
is a demand for this technology and this hub will lay the foundation for
creating and sharing content with the surrounding community.
Administrative
Services
FY23
SharePoint – Document
Management System
Continue building out the SharePoint platform on Office 365 to provide a
cloud based document management system that support remote working
and ease of document retrieval/storage/transmittal/review.
Administrative
Services
FY23/FY24
*These projects are in the early stages of the process or there is not enough information to determine the total cost at this time and may become key projects in the future.
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A S S E T S A N D O R G A N I Z AT I O N A L S U P P O R T
Records Management
Project #: 10001
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Continue to support paperless solutions and increase access to Midpen documents, staff will use the Board-
approved retention schedule to inventory and digitize paper files.
F Y 2 3 S C O P E
Complete document digitization of paper files and proper disposition of paper documents. Complete input of
digitized documents into the Electronic Document Management System from electronic files.
F Y 2 4 S C O P E
Project completed in prior fiscal year(s).
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 54,210 39,000 80,000 0 0 0 173,210
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $54,210 $39,000 $80,000 $0 $0 $0 $173,210
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $54,210 $39,000 $80,000 $0 $0 $0 $173,210
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $54,210 $39,000 $80,000 $0 $0 $0 $173,210
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San Mateo County Master Permit
Project #: 10002
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Develop a Master Permit with San Mateo County to streamline project implementation.
F Y 2 3 S C O P E
Submit master permit application for county review. Conduct CEQA Review for covered activities. Continue
stakeholder engagement. Work with county to advance master permit approval.
F Y 2 4 S C O P E
Complete County master permit approval process. No project budget needed; only staff time is anticipated after FY23.
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 40,000 10,000 0 0 0 50,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $40,000 $10,000 $0 $0 $0 $50,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $40,000 $10,000 $0 $0 $0 $50,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $40,000 $10,000 $0 $0 $0 $50,000
168 Section 3 • Budget and Action Plan FY23
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Diversity, Equity, and Inclusion Program Actions
Project #: 10003
Fund: 10–General Fund Operating
P R O J E C T D E S C R I P T I O N
Implement new actions to further the Board’s policy, goals and priorities related to Diversity, Equity, and Inclusion.
Implement DEI recommendations that were developed in 2020-2021 focused on (1) Recruitment, Hiring and Staff
Development and (2) Community Outreach and Partnerships.
F Y 2 3 S C O P E
Implement first year of actions items (two to four DEI initiatives), focusing on initiatives that are foundational to
support ongoing DEI goals. Certain initiatives will be completed within the fiscal year and others may need multiple
years to fully implement.
F Y 2 4 S C O P E
Implement second year of action items. Certain initiatives will be completed within the fiscal year and others may
need multiple years to fully implement.
F Y 2 5 S C O P E
Implement third year of action items. Certain initiatives will be completed within the fiscal year and others may need
multiple years to fully implement.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 50,000 50,000 50,000 0 150,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $50,000 $50,000 $50,000 $0 $150,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $50,000 $50,000 $50,000 $0 $150,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $50,000 $50,000 $50,000 $0 $150,000
169Section 3 • Budget and Action Plan FY23
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FOSM Update
Project #: 10004
Fund: 10–General Fund Operating
P R O J E C T D E S C R I P T I O N
Provide a comprehensive update of the Financial Organization Sustainability Model with a focus on a 10-year
outlook on program delivery, organization, reporting structure, staffing and financial sustainability.
F Y 2 3 S C O P E
Hire consultant, conduct staff interviews, prepare scenarios for staffing and organizational change over the next
10 years. Analyze those scenarios for efficiency of service delivery and financial sustainability. Prepare draft report.
F Y 2 4 S C O P E
Review report and finalize. Present report findings and recommendations to the Board. Prepare implementation
measures for development of FY25 CIAP.
F Y 2 5 S C O P E
Project completed in previous fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget*
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 30,000 0 0 0 30,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $30,000 $0 $0 $0 $30,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $30,000 $0 $0 $0 $30,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $30,000 $0 $0 $0 $30,000
*Budgeted amount is a placeholder. This item will be brought back to the Board at an FY23 quarterly review when the total cost is determined.
170 Section 3 • Budget and Action Plan FY23
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New Administrative Office (AO) Facility
Project #: 31202-11-100000
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Prepare 5050 El Camino Real as new administrative office.
F Y 2 3 S C O P E
Project closeout and address post-construction matters.
F Y 2 4 S C O P E
Project completed in prior fiscal year(s).
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 31,742,406 0 0 0 0 0 31,742,406
8201–Architect/Engineering
Services
1,973,601 368,000 22,000 0 0 0 2,363,601
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
57,260 528,500 0 0 0 0 585,760
8204–Permitting Fees 267,479 0 5,000 0 0 0 272,479
8205–Construction 5,914,828 16,299,085 89,000 0 0 0 22,302,913
8301–Furniture 0 1,000,000 30,000 0 0 0 1,030,000
Grand Total $39,955,573 $18,195,585 $146,000 $0 $0 $0 $58,297,158
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 39,955,573 18,195,585 146,000 0 0 0 58,297,158
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $39,955,573 $18,195,585 $146,000 $0 $0 $0 $58,297,158
171Section 3 • Budget and Action Plan FY23
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Basic Policies for the Coastal Annexation Area
Project #: 31905
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Develop basic policies for the Coastal Annexation Area and incorporate into Midpen’s existing Basic Policy,
originally adopted in 1999, to fulfill an obligation established by the 2003 Coastal Service Plan.
F Y 2 3 S C O P E
Obtain Board approval of workplan. Prepare a framework to develop basic policies for the Coastal Annexation
Area based on interdepartmental review of current District policies, guidelines, and practices. Prepare a public and
stakeholder engagement strategy.
F Y 2 4 S C O P E
Obtain Committee and Board approval of project scope and engagement strategy. Conduct outreach and
engagement throughout District jurisdiction, including Coastside. Draft basic policies for the Coastal Annexation
Area based on Board, public, and stakeholder input.
F Y 2 5 S C O P E
Finalize basic policies for the Coastal Annexation Area with Committee and Board and incorporate into the
District’s existing Basic Policy.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 20,000 10,000 0 30,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $20,000 $10,000 $0 $30,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $20,000 $10,000 $0 $30,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $20,000 $10,000 $0 $30,000
172 Section 3 • Budget and Action Plan FY23
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Sierra Azul Ranger Residence
Project #: 35004
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Repurpose and repair existing structure as residence to enhance onsite presence, monitoring, and off-hours response
at Sierra Azul Preserve. Repave driveway from Pheasant Road to South Area Outpost.
F Y 2 3 S C O P E
Develop bid package, solicit bids and award contract. Initiate construction.
F Y 2 4 S C O P E
Completed construction and receive building occupancy. Begin oversight of plant installation/maintenance.
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
95,468 49,925 75,000 0 0 0 220,393
8202–Environmental/Planning
Services
0 0 20,000 0 0 0 20,000
8203–Inspection/Construction
Monitoring
6,579 0 40,000 0 0 0 46,579
8204–Permitting Fees 1,126 0 60,000 0 0 0 61,126
8205–Construction 820 0 100,000 307,000 0 0 407,820
Grand Total $103,993 $49,925 $295,000 $307,000 $0 $0 $755,918
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 103,993 49,925 295,000 307,000 0 0 755,918
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $103,993 $49,925 $295,000 $307,000 $0 $0 $755,918
173Section 3 • Budget and Action Plan FY23
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Hawthorn Roof Replacement
Project #: 35007
Fund: 20 – Hawthorns Fund
P R O J E C T D E S C R I P T I O N
Conduct critical maintenance repairs to support the long-term preservation of a historical structure. Assess and
replace historical building roof system on structures.
F Y 2 3 S C O P E
Deferred pending historic and structural evaluations of Hawthorns Historic Complex and Board direction on the
main house.
F Y 2 4 S C O P E
If directed by the Board and based on the results of the Hawthorns Historic Complex Assessment and subsequent
decisions, complete design, complete CEQA review and secure permits. Prepare bid package, solicit bids and award
contract. Initiate construction. Complete bat survey.
F Y 2 5 S C O P E
Complete construction.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 11,000 0 8,000 5,000 0 24,000
8202–Environmental/Planning
Services
0 10,250 0 15,000 5,000 0 30,250
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 5,000 3,000 0 8,000
8205–Construction 0 0 0 275,000 82,500 0 357,500
Grand Total $0 $21,250 $0 $303,000 $95,500 $0 $419,750
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 21,250 0 303,000 95,500 0 419,750
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $21,250 $0 $303,000 $95,500 $0 $419,750
174 Section 3 • Budget and Action Plan FY23
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Red Barn Roof Repair
Project #: 35009
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Long term preservation of historical structure. Replace historical building roof system.
F Y 2 3 S C O P E
Begin implementation of roof repair recommendations.
F Y 2 4 S C O P E
Complete recommendations.
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 11,000 5,000 5,000 0 0 21,000
8202–Environmental/Planning
Services
0 115,500 25,000 10,000 0 0 150,500
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 15,000 5,000 3,000 0 0 23,000
8205–Construction 0 0 220,000 55,000 0 0 275,000
Grand Total $0 $141,500 $255,000 $73,000 $0 $0 $469,500
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 141,500 255,000 73,000 0 0 469,500
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $141,500 $255,000 $73,000 $0 $0 $469,500
175Section 3 • Budget and Action Plan FY23
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Structure Disposition
Project #: 35010
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Assess condition of vacant structures and gather information to determine long term disposition.
F Y 2 3 S C O P E
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.
F Y 2 4 S C O P E
Complete implementation actions for structures evaluated in FY23. Conduct research and assess conditions of an
additional two to three structures. Develop disposition recommendations for Board consideration and direction.
F Y 2 5 S C O P E
Complete implementation actions for structures evaluated in FY24. Conduct research and assess conditions of an
additional two to three structures. Develop disposition recommendations for Board consideration and direction.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 11,000 11,000 11,000 0 33,000
8202–Environmental/Planning
Services
0 0 181,500 181,500 181,500 0 544,500
8203–Inspection/Construction
Monitoring
0 0 16,500 22,000 22,000 0 60,500
8204–Permitting Fees 0 1,000 30,000 30,000 30,000 0 91,000
8205–Construction 0 0 277,500 280,000 280,000 0 837,500
Grand Total $0 $1,000 $516,500 $524,500 $524,500 $0 $1,566,500
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 1,000 516,500 524,500 524,500 0 1,566,500
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $1,000 $516,500 $524,500 $524,500 $0 $1,566,500
176 Section 3 • Budget and Action Plan FY23
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Hawthorns Historic Complex Structural Assessment
Project #: 35011
Fund: 10–General Fund Operating
P R O J E C T D E S C R I P T I O N
Perform structural assessment; analyze opportunities and constraints for rehabilitation, stabilization, or repair;
identify regulatory requirements (including historic resource requirements and exemptions) for structure stabilization;
and provide options with high-level cost estimates.
F Y 2 3 S C O P E
Complete memo of the research findings and site visit. Complete structural assessments and provide options with
cost estimates. Present information to Board and receive direction on next steps.
F Y 2 4 S C O P E
TBD based on Board direction.
F Y 2 5 S C O P E
TBD based on Board direction.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 44,030 82,239 0 0 0 126,269
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $44,030 $82,239 $0 $0 $0 $126,269
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $44,030 $82,239 $0 $0 $0 $126,269
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $44,030 $82,239 $0 $0 $0 $126,269
177Section 3 • Budget and Action Plan FY23
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50th Anniversary Public Events and Activities
Project #: 40013
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Year-long series of events and activities to commemorate 50 years of public open space preservation, restoration
and connection.
F Y 2 3 S C O P E
Hold series of anniversary events, activities and anniversary gatherings.
F Y 2 4 S C O P E
Project completed in prior fiscal year(s).
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 325,000 174,151 0 0 0 499,151
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $325,000 $174,151 $0 $0 $0 $499,151
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $325,000 $174,151 $0 $0 $0 $499,151
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $325,000 $174,151 $0 $0 $0 $499,151
178 Section 3 • Budget and Action Plan FY23
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Tyler Munis Enterprise Resource Planning (ERP) Migration
Project #: 50005
Fund: 10 – General Fund Operating
P R O J E C T D E S C R I P T I O N
Migrate Tyler New World ERP System to Tyler Munis, a modern cloud ERP that provides substantially more
functionality than the current on-premise solution. The new functionality will streamline many finance and HR
business processes and enable paperless workflows.
F Y 2 3 S C O P E
Investigate additional workflow automations for new Human Capital Management and Financial Management
Modules. Retire associated Access databases.
F Y 2 4 S C O P E
Project completed in prior fiscal year(s).
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 76,785 132,924 102,000 0 0 0 311,709
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $76,785 $132,924 $102,000 $0 $0 $0 $311,709
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $76,785 $132,924 $102,000 $0 $0 $0 $311,709
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $76,785 $132,924 $102,000 $0 $0 $0 $311,709
179Section 3 • Budget and Action Plan FY23
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Cybersecurity Audit
Project #: 51705
Fund: 10–General Fund Operating
P R O J E C T D E S C R I P T I O N
Due to growing cybersecurity risks, an external cybersecurity audit is needed to improve security posture. This audit
will identify areas that need greater protection from cyber threats and provide recommendations to further secure
critical infrastructure.
F Y 2 3 S C O P E
Develop scope of work, release RFQP, select consultant, and enter into contract.
F Y 2 4 S C O P E
Complete Cybersecurity Audit.
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 25,000 35,000 0 0 60,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $25,000 $35,000 $0 $0 $60,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $25,000 $35,000 $0 $0 $60,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $25,000 $35,000 $0 $0 $60,000
180 Section 3 • Budget and Action Plan FY23
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Cybersecurity Implementation
Project #: 51706
Fund: 10–General Fund Operating
P R O J E C T D E S C R I P T I O N
Improve Midpen's cybersecurity posture by implementing projects identified in the Cybersecurity Audit.
F Y 2 3 S C O P E
Project has not started yet.
F Y 2 4 S C O P E
Project has not started yet.
F Y 2 5 S C O P E
TBD
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 40,000 0 40,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $40,000 $0 $40,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $40,000 $0 $40,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $40,000 $0 $40,000
181Section 3 • Budget and Action Plan FY23
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District-wide Firewall Upgrade
Project #: 51707
Fund: 40–General Fund Capital
P R O J E C T D E S C R I P T I O N
Upgrade firewalls to provide additional information security. Midpen's current firewalls are approaching 4 years in age.
Due to the rapid change in technology and the growing need for additional security features new firewalls are required.
F Y 2 3 S C O P E
Conduct needs assessment to identify firewall needs over the next 3-5 years that take into account the growing
security demands.
F Y 2 4 S C O P E
Procure and install firewalls.
F Y 2 5 S C O P E
Project completed in previous fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
8304–Communications/Network
Infrastructure & Equipment
0 0 0 105,000 15,000 0 120,000
Grand Total $0 $0 $0 $105,000 $15,000 $0 $120,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 105,000 15,000 0 120,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $105,000 $15,000 $0 $120,000
182 Section 3 • Budget and Action Plan FY23
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Preserve Use Permit System
Project #: 51708
Fund: 10–General Fund Operating
P R O J E C T D E S C R I P T I O N
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.
F Y 2 3 S C O P E
Gather business requirements and conduct permit systems needs assessment.
F Y 2 4 S C O P E
Scope, research, and select permit management system.
F Y 2 5 S C O P E
Procure and Go-live with permit management system.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 35,000 75,000 0 110,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $35,000 $75,000 $0 $110,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $35,000 $75,000 $0 $110,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $35,000 $75,000 $0 $110,000
183Section 3 • Budget and Action Plan FY23
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A S S E T S A N D O R G A N I Z AT I O N A L S U P P O R T
Ranger Laptop Refresh
Project #: 51709
Fund: 10–General Fund Operating
P R O J E C T D E S C R I P T I O N
Ranger laptops are over 5 years old and need upgrades to continue functioning properly.
F Y 2 3 S C O P E
Assess ranger laptop needs. Begin procuring, configuring and issuing ranger laptops.
F Y 2 4 S C O P E
Complete configuring and issuing of all ranger laptops.
F Y 2 5 S C O P E
Project completed in previous fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 60,000 60,000 0 0 120,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $60,000 $60,000 $0 $0 $120,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $60,000 $60,000 $0 $0 $120,000
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $60,000 $60,000 $0 $0 $120,000
184 Section 3 • Budget and Action Plan FY23
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A S S E T S A N D O R G A N I Z AT I O N A L S U P P O R T
Thornewood Residence Evaluation
Project #: 61020
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Complete historic evaluation and structural evaluation of the Thornewood residence to inform repair plan of a
historic structure.
F Y 2 3 S C O P E
TBD, based on board-approved direction given in late FY22.
F Y 2 4 S C O P E
Project completed in prior fiscal year(s).
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 23,000 38,000 0 0 0 61,000
8202–Environmental/Planning
Services
0 23,000 0 0 0 0 23,000
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 15,000 0 0 0 15,000
8205–Construction 0 0 200,000 0 0 0 200,000
Grand Total $0 $46,000 $253,000 $0 $0 $0 $299,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 46,000 253,000 0 0 0 299,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total 0 $46,000 $253,000 $0 $0 $0 $299,000
185Section 3 • Budget and Action Plan FY23
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Quam Residence Road Repair
Project #: 61026
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Evaluate cost of driveway repair. Compare with potential rental revenue return for Quam residence and demolition
cost. Bring to Board for decision on disposition of the structure. Either demolish the structure or repair driveway.
F Y 2 3 S C O P E
Develop bid package, solicit bids and award contract if total costs are less than $350,000. If costs are greater than
$350,000 seek further board approval.
F Y 2 4 S C O P E
Complete construction.
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 22,000 5,000 0 0 27,000
8204–Permitting Fees 0 0 12,500 0 0 0 12,500
8205–Construction 0 0 167,500 143,000 0 0 310,500
Grand Total $0 $0 $202,000 $148,000 $0 $0 $350,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 202,000 148,000 0 0 350,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $202,000 $148,000 $0 $0 $350,000
186 Section 3 • Budget and Action Plan FY23
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A S S E T S A N D O R G A N I Z AT I O N A L S U P P O R T
Radio System Assessment and Upgrade
Project #: 65407
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Ensure District's radio system remains operational and reliable. Provide radio coverage within new land acquisitions
and address coverage gaps in existing high-use areas.
F Y 2 3 S C O P E
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.
F Y 2 4 S C O P E
Project completed in prior fiscal year(s).
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
54,788 356,212 487,000 0 0 0 898,000
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
8304–Communications/Network
Infrastructure & Equipment
0 822,000 958,000 0 0 0 1,780,000
Grand Total $54,788 $1,178,212 $1,445,000 $0 $0 $0 $2,678,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 54,788 1,178,212 1,445,000 0 0 0 2,678,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $54,788 $1,178,212 $1,445,000 $0 $0 $0 $2,678,000
187Section 3 • Budget and Action Plan FY23
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District Office Server Refresh
Project #: None
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Upgrade current server infrastructure. Midpen's current server infrastructure (Nutanix) is currently around five years
old. Modern server hardware will allow expanded remote work options and improved performance on enterprise
applications, such as GIS and Cityworks.
F Y 2 3 S C O P E
Conduct server infrastructure needs assessment, research server infrastructure, and select servers hardware and software.
F Y 2 4 S C O P E
Purchase and set up new server infrastructure including new hardware and software. Migrate current virtual server
infrastructure to new system.
F Y 2 5 S C O P E
Project completed in prior fiscal year(s).
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
8303–Computer Equipment 0 0 90,000 10,000 0 0 100,000
Grand Total $0 $0 $90,000 $10,000 $0 $0 $100,000
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 90,000 10,000 0 0 100,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $90,000 $10,000 $0 $0 $100,000
A S S E T S A N D O R G A N I Z AT I O N A L S U P P O R T
Vehicle and Machinery/Equipment Purchases
Project #: None
Fund: 40 – General Fund Capital
P R O J E C T D E S C R I P T I O N
Provide necessary vehicles and equipment for Administrative and Field Office staff to further the District's mission
and meet project delivery and service delivery commitments.
F Y 2 3 S C O P E
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.
F Y 2 4 S C O P E
Unknown at this time. Will need to wait for Fleet Transition Plan to be completed to decide which vehicles will be
purchased.
F Y 2 5 S C O P E
Unknown at this time. Will need to wait for Fleet Transition Plan to be completed to decide which vehicles will be
purchased.
Summary of Estimated Costs Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering
Services
0 0 0 0 0 0 0
8202–Environmental/Planning
Services
0 0 0 0 0 0 0
8203–Inspection/Construction
Monitoring
0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
8410–Machinery 35,370 95,000 400,000 165,000 165,000 0 860,370
8501–Vehicles 344,682 45,000 315,000 300,000 300,000 0 1,304,682
Grand Total $380,052 $140,000 $715,000 $465,000 $465,000 $0 $2,165,052
Funding Source Prior Year
Actuals
FY22
Estimated
Actuals
FY23
Budget
FY24
Projections
FY25
Projections
Estimated
Future Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorn Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 380,052 140,000 715,000 465,000 465,000 0 2,165,052
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $380,052 $140,000 $715,000 $465,000 $465,000 $0 $2,165,052
188 Section 3 • Budget and Action Plan FY23
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Section 4
Department Summaries
Cloverdale Ranch Open Space Preserve (Midpen)
189Section 4 • Budget and Action Plan FY23
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Bear Creek Redwoods Open Space Preserve (Alisha Laborico) 190 Section 4 • Budget and Action Plan FY23
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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 Business Line———————————————————————————––––––––––––———————————————————————————
Budget and Analysis———————————————————————————––––––––––––———————————————————————————
Finance———————————————————————————––––––––––––———————————————————————————Grants———————————————————————————––––––––––––———————————————————————————
Human Resources———————————————————————————––––––––––––———————————————————————————
Information Systems and Technology———————————————————————————––––––––––––———————————————————————————
Procurement——————————————————————————––––––––––––——————————————————————————————
Project Planning and Delivery Business Line ———————————————————————————––––––––––––———————————————————————————
Engineering and Construction———————————————————————————––––––––––––———————————————————————————
Planning———————————————————————————––––––––––––———————————————————————————
Real Property——————————————————————————––––––––––––——————————————————————————————
Public Affairs Department (reports to the General Manager)——————————————————————————––––––––––––——————————————————————————————
Visitor and Field Services Business Line———————————————————————————––––––––––––———————————————————————————
Land and Facilities———————————————————————————––––––––––––———————————————————————————
Natural Resources———————————————————————————––––––––––––———————————————————————————Visitor Services——————————————————————————––––––––––––——————————————————————————————
This section identifies each of Midpen’s departments, their mission and core functions, staffing levels, objectives,
performance metrics and proposed FY23 budget.
191Section 4 • Budget and Action Plan FY23
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Administrative Services Business Line
M I S S I O N S TAT E M E N T
Provide overall financial, human resources, information systems and other administrative support to serve Midpen’s
mission and goals.
C O R E F U N C T I O N S——————————————————————————––––––––––––——————————————————————————————
Provide financial management, budgeting and accounting services.——————————————————————————––––––––––––——————————————————————————————
Administer Human Resources programs and coordinate employee relations activities.——————————————————————————––––––––––––——————————————————————————————
Manage Midpen’s Information Technology and Geographic Information Systems and services.——————————————————————————––––––––––––——————————————————————————————Provide Midpen with an overall IT strategy that fosters organizational innovation and efficiencies. ——————————————————————————––––––––––––——————————————————————————————
Provide office management and public reception/customer service at the Administrative Office.——————————————————————————––––––––––––——————————————————————————————
Coordinate grant applications, awards and compliance.——————————————————————————––––––––––––——————————————————————————————
Manage Midpen procurement.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
192 Section 4 • Budget and Action Plan FY23
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CFO/Director of
Administrative Services Controller
Grants Program
Manager
Senior Finance
and Accounting
Technician
(Half-time)
Human
Resources
Manager
HR Supervisor
Training
and Safety
Specialist
HR Technician
HR Technician
(Half-time)
Management
Analyst II
Management
Analyst II
HR Intern
IST Manager
Data
Administrator
Applications
Engineer
IST Program
Administrator
IT Technician II
IT Technician I
GIS Program
Administrator
Data
Analyst II
Data
Analyst I
GIS
Technician
Finance
Manager
Senior
Accountant
Senior Finance
and Accounting
Technician
Accounting
Technician
(Half-time)
Procurement
and Contracts
Specialist
Administrative
Assistant
Senior Finance
and Accounting
Technician
(Half-time)
Budget and
Analysis
Manager
Management
Analyst II
Management
Analyst II
Management
Analyst I/II
DEI
Management
Analyst I/II
IST Intern
Staffing Levels
Position FY19
Amended
FTE
FY20
Adopted
FTE
FY21
Adopted
FTE
FY22
Adopted
FTE
FY23
Proposed
FTE
Change
from FY22
Modified
Accounting Technician 0.5 0.5 0.5 0.5 0.5 0
Administrative Assistant 1 1 1 1 1 0
Applications Engineer 1 1 1 1 1 0
Budget & Analysis Manager 1 1 1 1 1 0
Controller 0.25 0.25 0.25 0.25 0.25 0
Data Administrator 1 1 1 1 1 0
Data Analyst I/II 2 2 2 2 2 0
Finance Manager 1 1 1 1 1 0
GIS Program Administrator 1 1 1 1 1 0
GIS Technician 0 0 0 1 1 0
Grants Program Manager (formerly Grants
Specialist)
1 1 1 1 1 0
Human Resources Manager 1 1 1 1 1 0
Human Resources Supervisor 1 1 1 1 1 0
Human Resources Technician 1.5 1.5 1.5 1.5 1.5 0
IST Manager 1 1 1 1 1 0
IT Program Administrator 1 1 1 1 1 0
IT Technician I/II 2 2 2 2 2 0
Management Analyst I/II (Budget & Analysis)2 2 2 2 2 0
Management Analyst I/II (DEI)0 0 0 0 1 1
Management Analyst I/II (Grants)0 0 0 0 1 1
Management Analyst I/II (Human Resources)2 2 2 2 2 0
Procurement and Contracts Specialist 1 1 1 1 1 0
Senior Accountant 1 1 1 1 1 0
Senior Finance and Accounting Technician 1 2 2 2 2 0
Training and Safety Specialist 1 1 1 1 1 0
Total FTE 25.25*26.25*26.25*27.25**29.25***2
*Not included in the FTE count is 1 HR Intern and 1 limited term GIS Technician.
**Not included in the FTE count is 1 HR Intern.
***Not included in the FTE count is 1 HR Intern and 1 IST Intern.
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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 FY2023
Goal 4 51705 Cybersecurity Audit FY2024
Goal 4 51706 Cybersecurity Implementation FY2028
Goal 4 51707 District-wide Firewall Upgrade FY2024
Goal 4 51708 Preserve Use Permit System FY2025
Goal 4 51709 Ranger Laptop Refresh FY2024
Goal 4 None District Office Server Refresh FY2024
Goal 4 Supporting Computer System Failover (Off-site)FY2025
Goal 4 Supporting Fleet Management FY2025
Goal 4 Supporting GIS Strategic Plan FY2024
Goal 4 Supporting IT Master Plan Update FY2026
Goal 3 & 4 Supporting Public GIS Hub FY2023
Goal 4 Supporting SharePoint – Document Management System FY2024
For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in
Section 3.
Performance Metrics
Strategic
Plan Linkage
Indicator FY21 Target FY21 Actuals FY22 Target FY23 Target
Goal 4 Number of job recruitments completed within target
timeline
32 21 32 32
Goal 4 Employee retention rate ≥90%93%≥90%≥90%
Goal 4 Percent of FTEs using web and mobile enterprise GIS 40%40%40%40%
Goal 4 Percent of total District files in Office 365 60%57%60%60%
Goal 4 Percent spent of adopted and final adjusted budget 90% / 90%92%/90%90% / 90%90% / 90%
Goal 4 Budget Book receives GFOA Award for
Distinguished Budget Presentation
Yes Yes Yes Yes
Goal 4 Annual Report receives GFOA Award of Excellence
in Financial Reporting for the Annual Report
Yes Yes Yes Yes
Goal 4 Annual Report issued with unmodified opinion Yes Yes Yes Yes
Goal 4 General Fund reserve balance policy target met Yes Yes Yes Yes
Goal 4 Legal Debt limit not exceeded Yes Yes Yes Yes
Goal 4 Credit Rating from Fitch's and Standard and Poor’s AAA AAA AAA AAA
Goal 4 Percent of electronic invoice payments 50%64%60%65%
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Budget
Midpen Budget by
Expenditure Category
FY21
Actuals
FY22
Adopted
Budget
FY23
Proposed
Budget
$ Change
from FY22
Adopted
Budget
% Change
from FY22
Adopted
Budget
Administrative Services
Salaries and Benefits $5,239,750 $5,791,536 $6,258,011 $466,475 8%
Services and Supplies 1,563,791 2,181,406 2,053,672 (127,734) - 6%
Total Operating Expenditures 6,803,541 7,972,942 8,311,683 338,741 4%
General Fund Capital 0 62,000 90,000 28,000 45%
Measure AA Capital 0 0 0 0 0%
Total Capital Expenditures 0 62,000 90,000 28,000 45%
Total Administrative Services Expenditures $6,878,541 $8,034,942 $8,401,683 $366,741 5%
Note: Salaries & Benefits increase includes annual PERS Unfunded Liability contribution in addition to step increases
and an addition of 2 FTEs and 2 interns. General Fund Capital includes the District Office Server Refresh project.
Skyline Ridge Open Space Preserve (Caroline Lambert)
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Engineering and Construction Department
M I S S I O N S TAT E M E N T
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.
C O R E F U N C T I O N S——————————————————————————––––––––––––——————————————————————————————
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
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Engineering and
Construction Manager
Administrative
Assistant
(shared with Planning)
Senior Capital
Project Manager
Capital Project
Manager II
Capital Project
Manager III
Senior Capital
Project Manager
Capital Project
Manager III
Capital Project
Manager III
Staffing Levels
Position FY19
Amended
FTE
FY20
Adopted
FTE
FY21
Adopted
FTE
FY22
Adopted
FTE
FY23
Proposed
FTE
Change
from FY22
Modified
Capital Project Manager II 1 1 1 1 1 0
Capital Project Manager III 3 3 3 3 3 0
Engineering and Construction Manager 1 1 1 1 1 0
Senior Capital Project Manager 2 2 2 2 2 0
Total FTE 7 7 7 7 7 0
Administrative Assistant is shared with Planning but budgeted within the Planning Department.
Engineering and Construction aligns project deliverables to the Midpen’s Strategic Plan goals and objectives
primarily through:
——————————————————————————––––––––––––——————————————————————————————
Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––——————————————————————————————
Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————––––––––––––——————————————————————————————
Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––——————————————————————————————Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––——————————————————————————————
Purisima Creek Redwoods Open Space Preserve (Vivian Lou)
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Objectives
Strategic Plan
Linkage
Project Number Objective Target
Completion
Goal 4 31202-11-100000 Administrative Office (AO) Facility FY2023
Goal 2 & 3 31901 ADA Barrier Removal Ongoing
Goal 3 31903 Hwy 35 Multi-use Trail Crossing and Parking – Feasibility Study FY2025
Goal 4 35004 Sierra Azul Ranger Residence FY2024
Goal 4 35006 Kennedy Trailhead Parking Area Improvement FY2027
Goal 4 35007 Hawthorn Roof Replacement FY2024
Goal 4 35008 Kennedy Trail Retaining Wall FY2024
Goal 2 & 4 35009 Red Barn Roof Repair FY2024
Goal 4 35010 Structure Disposition FY2024
Goal 1 35011 Hawthorns Historic Complex Structural Assessment TBD
Goal 2 35012 Driscoll Ranch New Agricultural Well FY2025
Goal 3 & 4 35013 Fremont Older Parking Lot Improvements FY2025
Goal 3 35014 Guadalupe Creek Crossing Replacement FY2025
Goal 3 & 4 35015 Rancho San Antonio Road Repair FY2024
Goal 2 35016 Toto Ranch New Agricultural Well(s)FY2025
Goal 1 & 3 MAA03-009 Purisima-to-the-Sea Parking FY2029
Goal 4 MAA05-008 La Honda Creek White Barn Structural Rehabilitation FY2023
Goal 4 MAA05-009 La Honda Creek Redwood Cabin Removal and Site Restoration FY2024
Goal 3 MAA05-012 Paulin Culvert/Bridge Improvements FY2025
Goal 3 MAA05-013 La Honda Parking and Trailhead Access – Implementation FY2029
Goal 3 & 4 MAA21-004 Bear Creek Stables Project FY2024
Goal 3 MAA21-006 Bear Creek Redwoods – Alma College Cultural Landscape Rehabilitation FY2023
For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in
Section 3.
Performance Metrics
Strategic
Plan Linkage
Indicator FY21 Target FY21
Actuals
FY22 Target FY23 Target
Goal 4 Percent of projects finished within Board approved
budget (base bid and contingency)
80%100%80%80%
Goal 4 Percent of projects finished within schedule indicated at the
time of award of contract
80%69%80%80%
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Budget
Midpen Budget by
Expenditure Category
FY21
Actuals
FY22
Adopted
Budget
FY23
Proposed
Budget
$ Change
from FY22
Adopted
Budget
% Change
from FY22
Adopted
Budget
Engineering and Construction
Salaries and Benefits $1,108,242 $1,206,827 $1,239,826 $32,999 3%
Less: MAA Reimbursable Staff (200,258)(258,414)(132,647)125,767 - 49%
Net Salaries and Benefits 907,984 948,413 1,107,179 158,766 17%
Services and Supplies 34,535 190,319 247,785 57,466 30%
Total Operating Expenditures 942,519 1,138,732 1,354,964 216,232 19%
Hawthorns Capital 0 47,300 0 (47,300)- 100%
Total Hawthorns Expenditures 0 47,300 0 (47,300)- 100%
General Fund Capital 11,400,197 19,634,983 3,276,100 (16,358,883)- 83%
Measure AA Capital 2,305,446 5,814,803 6,935,222 1,120,419 19%
Total Capital Expenditures 13,705,643 25,449,786 10,211,322 (15,238,464)- 60%
Total Engineering and Construction Expenditures $14,648,162 $26,635,818 $11,566,286 ($15,069,532)- 57%
Note: General Fund Capital includes a reduction of $16.4 million for the one-time expense of completion of the
new Administrative Office building.
Coal Creek Open Space Preserve (Midpen)
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Office of the General Counsel
M I S S I O N S TAT E M E N T
Provide legal services and counsel to the Board of Directors, Committees and Midpen departments.
C O R E F U N C T I O N S——————————————————————————––––––––––––——————————————————————————————Provide legal review and advice to the Midpen Board and staff.——————————————————————————––––––––––––——————————————————————————————
Represent Midpen in litigation and legal matters with outside agencies.——————————————————————————––––––––––––——————————————————————————————
Administer Midpen’s risk management program.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
General
Counsel
Assistant General
Counsel
Management
Analyst--Risk
Management
Executive
Assistant
Los Trancos Open Space Preserve (Karl Gohl)
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Staffing Levels
Position FY19
Amended
FTE
FY20
Adopted
FTE
FY21
Amended
FTE
FY22
Adopted
FTE
FY23
Proposed
FTE
Change
from FY22
Modified
Assistant General Counsel 1 1 1 1 1 0
General Counsel 1 1 1 1 1 0
Executive Assistant 1 1 1 1 1 0
Management Analyst – Risk Management 0.5 0.5 1 1 1 0
Total FTE 3.5 3.5 4 4 4 0
General Counsel aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through:
——————————————————————————––––––––––––——————————————————————————————
Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––——————————————————————————————
Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————––––––––––––——————————————————————————————Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––——————————————————————————————
Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––——————————————————————————————
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 1 & 4 Supporting Design-Build Legislation FY2023
For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in
Section 3.
Budget
Midpen Budget by
Expenditure Category
FY21
Actuals
FY22
Adopted
Budget
FY23
Proposed
Budget
$ Change
from FY22
Adopted
Budget
% Change
from FY22
Adopted
Budget
General Counsel
Salaries and Benefits $700,216 $801,859 $923,286 $121,427 15%
Services and Supplies 59,742 98,985 96,710 (2,275)- 2%
Total Operating Expenditures 759,957 900,844 1,019,996 119,152 13%
Total General Counsel Expenditures $759,957 $900,844 $1,019,996 $119,152 13%
Note: Salaries and benefits increase includes additional temporary legal assistance.
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Office of the General Manager
M I S S I O N S TAT E M E N T
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.
C O R E F U N C T I O N S——————————————————————————––––––––––––——————————————————————————————
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 FY19
Amended
FTE
FY20
Adopted
FTE
FY21
Adopted
FTE
FY22
Adopted
FTE
FY23
Proposed
FTE
Change
from FY22
Modified
Administrative Assistant 1 1 1 1 1 0
Assistant General Manager 2 2 2 2 2 0
Chief Financial Officer 1 1 1 1 1 0
District Clerk/Assistant to General Manager 1 1 1 1 1 0
Executive Assistant/Deputy Clerk 1 1 1 1 1 0
General Manager 1 1 1 1 1 0
Management Analyst I/II 1 1 1 1 1 0
Total FTE 8 8 8 8 8 0
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General
Manager
Executive
Assistant/Deputy
District Clerk
District Clerk/
Assistant to the
General Manager
CFO
Director of
Administrative
Services
Project Planning
and Delivery
Assistant General
Manager
Visitor and Field
Services Assistant
General Manager
Management
Analyst II
Administrative
Assistant
General Manager aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through:
——————————————————————————––––––––––––——————————————————————————————Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––——————————————————————————————
Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————––––––––––––——————————————————————————————
Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––——————————————————————————————
Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––——————————————————————————————
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 4 10001 Records Management FY2023
Goal 4 10002 San Mateo County Master Permit FY2024
Goal 3 10003 Diversity, Equity, and Inclusion Program Actions FY2027
Goal 4 10004 FOSM Update FY2024
Goal 3 10005 Purisima Preserve Multimodal Access – Implementation FY2026
Goal 2 & 3 31901 ADA Barrier Removal Ongoing
Goal 3 MAA11-003 Rancho San Antonio (RSA) Multimodal Access – Implementation FY2025
Goal 1 & 3 VP11-001 Rancho San Antonio (RSA) Multimodal Access – Implementation FY2024
Goal 3 Supporting Cooley Landing Site Use Agreements FY2023
Goal 2 Supporting Fire Suppression Program: Review Staffing, Equipment and Training FY2023
For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in
Section 3.
Performance Metrics
Strategic
Plan Linkage
Indicator FY21 Target FY21 Actuals FY22 Target FY23 Target
Goal 1 Number of public meetings held per year 60 65 60 60
Budget
Midpen Budget by
Expenditure Category
FY21
Actuals
FY22
Adopted
Budget
FY23
Proposed
Budget
$ Change
from FY22
Adopted
Budget
% Change
from FY22
Adopted
Budget
General Manager
Salaries and Benefits $1,807,586 $1,855,225 $1,925,413 $70,188 4%
Services and Supplies 240,624 402,125 625,190 223,065 55%
Total Operating Expenditures 2,048,210 2,257,350 2,550,603 293,253 13%
Total General Manager Expenditures $2,048,210 $2,257,350 $2,550,603 $293,253 13%
Note: Services and Supplies increase is due to two new partnership projects and Rancho San Antonio Multimodal
Access–Implementation (non-MAA eligible) and Diversity, Equity, Inclusion Program Actions projects.
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Land and Facilities Services Department
M I S S I O N S TAT E M E N T
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.
C O R E F U N C T I O N S——————————————————————————––––––––––––——————————————————————————————
Maintain and construct an enjoyable and sustainable trail system.——————————————————————————––––––––––––——————————————————————————————Provide in-the-field services to protect and restore natural resources.——————————————————————————––––––––––––——————————————————————————————
Protect public health and safety through fire prevention and safe access.——————————————————————————––––––––––––——————————————————————————————
Foster neighbor, partner, and jurisdictional-oversight agency relationships and engage in multi-stakeholder
efforts to further Midpen goals.——————————————————————————––––––––––––——————————————————————————————Maintain Midpen facilities to ensure safety, comfort and the public’s enjoyment.——————————————————————————––––––––––––——————————————————————————————
Manage grazing, agricultural and other facility leases to further Midpen goals.——————————————————————————––––––––––––——————————————————————————————
Provide and maintain field and administrative facilities for staff use.——————————————————————————––––––––––––——————————————————————————————
Manage revenue-producing properties.——————————————————————————––––––––––––——————————————————————————————Manage the District’s fleet of vehicles and equipment for staff use. ——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
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Land and Facilities
Manager
Senior Property
Management
Specialist
Property
Management
Specialist II
Property
Management
Specialist II
Foothills Area
Manager
Administrative
Assistant
Maintenance
Supervisors
Equipment
Mechanics/
Operators
Open Space
Technicians
(Lead, Regular,
and Seasonal)
Farm
Maintenance
Worker
Capital Field
Projects
Manager
Maintenance
Supervisors
Equipment
Mechanics/
Operators
Open Space
Technicians
(Lead, Regular,
and Seasonal)
Skyline Area
Manager
Administrative
Assistant
Maintenance
Supervisors
Equipment
Mechanics/
Operators
Open Space
Technicians
(Lead, Regular,
and Seasonal)
Field
Resource
Specialist
Facilities
Maintenance
Supervisor
Facilities
Maintenance
Specialist
Management
Analyst II
Modified
Duty Staff
Administrative
Assistant
Property
Management
Specialist I/II
Field Resource
Specialist
Staffing Levels
Position FY19
Amended
FTE
FY20
Adopted
FTE
FY21
Adopted
FTE
FY22
Adopted
FTE
FY23
Proposed
FTE
Change
from FY22
Modified
Administrative Assistant 3 3 3 3 3 0
Area Manager 2 2 2 2 2 0
Capital Projects Field Manager 1 1 1 1 1 0
Equipment Mechanic/Operator 7 7 7 8 8 0
Facilities Maintenance Specialist 1 1 1 1 1 0
Facilities Maintenance Supervisor 1 1 1 1 1 0
Farm Maintenance Worker 1 1 1 1 1 0
Field Resource Specialist 0 0 0 1 2 1
Land and Facilities Manager 1 1 1 1 1 0
Lead Open Space Technician 6 7 7 7 8 1
Maintenance Supervisor 6 6 6 6 6 0
Management Analyst I/II 1 1 1 1 1 0
Open Space Technician 15 15 15 15 15 0
Property Management Specialist I/II 2 2 2 2 3 1
Seasonal Open Space Technician 8.3 8.3 8.3 8.3 8.3 0
Senior Property Management Specialist 1 1 1 1 1 0
Total FTE 56.3 57.3 57.3 59.3 62.3 3
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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 2 61017 Fuel Reduction Implementation FY2031
Goal 4 61020 Thornewood Residence Evaluation FY2023
Goal 2 61023 Los Gatos Creek Watershed – Wildland Fire Resiliency FY2025
Goal 2 61024 Lobitos Creek Fencing FY2024
Goal 3 & 4 61025 FFO Trail Bridge Replacements FY2025
Goal 4 61026 Quam Residence Road Repair FY2024
Goal 3 61027 Rancho San Antonio ADA Path to Deer Hollow Farm FY2027
Goal 2 61028 SCC Forest Health & Wildfire – Wildland Fire Resiliency FY2023
Goal 3 61029 Monte Bello Black Mountain Trail Extension FY2028
Goal 2 61030 Toto Ranch Agricultural Plan FY2024
Goal 1 & 2 61031 Wildland Fire Resiliency Partnership Project TBD
Goal 1 & 3 MAA03-010 Purisima-to-the-Sea Trail FY2030
Goal 3 MAA05-007 La Honda Creek Phase II Trail Connections FY2026
Goal 2 MAA05-011 Lone Madrone Ranch Fence Installation FY2024
Goal 2 MAA05-014 Lone Madrone Corrals FY2026
Goal 3 & 4 MAA10-001 Alpine Road Regional Trail, Coal Creek FY2024
Goal 2 & 3 MAA13-002 Cloverdale Road and Trail Renovation TBD
Goal 3 MAA16-001 Long Ridge Trail Connection to Eagle Rock and Devils Canyon FY2026
Goal 3 MAA20-004 Spooky Knoll Trail/new Hwy 17 Trail Connections TBD
Goal 3 & 4 MAA21-011 Phase II Trail Improvements, Bear Creek Redwoods OSP FY2024
Goal 3 & 4 Supporting Bear Creek Stables Operator RFP/Lease FY2023
Goal 2 & 4 Supporting Fleet Transition Plan FY2023
Goal 4 N/A Vehicle and Machinery/Equipment Purchases Ongoing
For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in
Section 3.
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Indicator FY21 Target FY21
Actuals
FY22 Target FY23 Target
Goal 3 Miles of single-track trail brushed annually 84 84 75 75
Goal 3 Miles of trails built annually 2 2.5 2 1
Goal 2 Percentage of work completed of enhanced fire
management within Tier 1 or Tier 2 priority areas
N/A N/A N/A 85%
Budget
Midpen Budget by
Expenditure Category
FY21
Actuals
FY22
Adopted
Budget
FY23
Proposed
Budget
$ Change
from FY22
Adopted
Budget
% Change
from FY22
Adopted
Budget
Land and Facilities
Salaries and Benefits $6,447,561 $7,210,449 $7,996,667 786,218 11%
Less: MAA Reimbursable Staff Costs (249,318)(193,321)(194,170)(849)0%
Net Salaries and Benefits 6,198,243 7,017,128 7,802,497 785,369 11%
Services and Supplies 3,642,564 4,742,204 4,047,466 (694,738)- 15%
Total Operating Expenditures 9,840,807 11,759,332 11,849,963 90,631 1%
Services and Supplies 23,186 77,200 37,200 (40,000)- 52%
Total Hawthorns Expenditures 23,186 77,200 37,200 (40,000)- 52%
General Fund Capital 658,816 1,656,925 1,403,500 (253,425)- 15%
Measure AA Capital 646,785 419,821 541,720 121,899 29%
Total Capital Expenditures 1,305,601 2,076,746 1,945,220 (131,526)- 6%
Total Land and Facilities Expenditures $11,169,593 $13,913,278 $13,832,383 ($80,895)- 1%
Note: Increase in Salaries and Benefits is due primarily to the 3 new FTEs which will help with the additional
support needed for projects focused on fire suppression and sustainable agricultural improvements. The decreases
in Services and Supplies is due to no longer carrying funds for the satellite Administrative Office leases and
completion of some large projects in FY22.
Skyline Ridge Space Preserve (Ken Lunders)
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Natural Resources Department
M I S S I O N S TAT E M E N T
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.
C O R E F U N C T I O N S——————————————————————————––––––––––––——————————————————————————————
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
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Natural Resources
Manager
Senior Resource
Management Specialist
Earth Sciences
Water Resources
Specialist
Management
Analyst I
Resource
Management
Specialist III (IPM
Coordinator)
Resource
Management
Specialist II
Resource
Management
Specialist II
Resource
Management
Specialist I/II
Senior Resource
Management Specialist
Wildlife
Resource
Management
Specialist II
Resource
Management
Specialist II
Natural
Resources
Intern
Natural
Resources
Intern
Senior Resource
Management Specialist
Vegetation
Administrative Assistant
(shared with Real
Property)
Staffing Levels
Position FY19
Amended
FTE
FY20
Adopted
FTE
FY21
Adopted
FTE
FY22
Adopted
FTE
FY23
Proposed
FTE
Change
from FY22
Modified
Management Analyst I/II 0 1 1 1 1 0
Natural Resources Manager 1 1 1 1 1 0
Resource Management Specialist I/II 4 4 4 4 5 1
Resource Management Specialist III (IPM
Coordinator)
1 1 1 1 1 0
Senior Resource Management Specialist 3 3 3 3 3 0
Water Resources Specialist 1 1 1 1 1 0
Total FTE 10*11**11**11**12**1
Administrative Assistant is shared with Real Property but budgeted within the Real Property Department.
*Not included in the FTE count are 2 Natural Resources Interns and a limited term Climate Resiliency Fellow.
**Not included in the FTE count are 2 Natural Resources Interns.
Natural Resource aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through:
——————————————————————————––––––––––––——————————————————————————————
Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––——————————————————————————————
Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————––––––––––––——————————————————————————————
Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––——————————————————————————————
Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission ——————————————————————————––––––––––––——————————————————————————————
Thornewood Open Space Preserve (Frank Mao)
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Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 2 61014 Bear Creek Stables Road Drainage Repairs FY2023
Goal 2 80003-10 Wildland Fire Resiliency Program FY2024
Goal 2 80054 Badger/Burrowing Owl Habitat Assessment FY2024
Goal 2 80058 Districtwide Aquatic Habitat Assessment and eDNA Collection FY2024
Goal 2 80059 Groundwater Well Decommissioning FY2025
Goal 1 80063 Districtwide Vegetation Mapping FY2023
Goal 2 80065 IPM Implementation of Santa Clara Valley Water District Grant FY2023
Goal 1 80066 Amah Mutsun Land Trust Native Garden FY2025
Goal 2 80069 Mountain Lion Collaring Effort – Rancho San Antonio/Foothills Area Preserve FY2026
Goal 1 & 2 80070 Carbon Storage Study – Pilot Project, San Gregorio Watershed FY2025
Goal 2 80072 Irish Ridge Restoration FY2028
Goal 2 80073 Oversight of Lehigh Quarry Activities FY2023
Goal 1 80074 Science Advisory Panel FY2025
Goal 2 80075 Aquatic Habitats Climate Resiliency Plan FY2025
Goal 2 80076 CEQA Review for IPM Program FY2025
Goal 1 & 3 80077 Ethnobotanical Inventory for Tribal Partnerships FY2026
Goal 2 80078 Locally Sourced Native Seed Production Site FY2028
Goal 2 80079 Miramontes Ridge Reforestation FY2031
Goal 1 & 3 80080 Native Plant-Pollinator Demonstration Garden FY2031
Goal 2 80081 Pescadero Watershed Sediment Reduction Implementation FY2030
Goal 2 80082 San Gregorio Water Quality Improvement Plan FY2030
Goal 2 80083 Santa Cruz Kangaroo Rat Habitat and Population Management Project FY2025
Goal 2 80084 Remediation of Planting Sites FY2024
Goal 2 MAA01-006 Madonna Creek Fish, Water Supply, and Bridge Replacement FY2026
Goal 2 MAA02-004 Stevens Creek Shoreline Nature Area Restoration FY2028
Goal 1 & 3 MAA03-002 Purisima Upland Site Clean up and Soil Remediation FY2024
Goal 2 MAA03-007 Purisima-to-the-Sea Habitat Enhancement and Water Supply Improvement Plan FY2025
Goal 2 MAA03-011 Lobitos Creek Fisheries Restoration FY2029
Goal 2 MAA05-010 Restoration Forestry Demonstration Project FY2026
Goal 2 MAA07-008 Lower Turtle Pond Repair FY2025
Goal 2 MAA13-001 Cloverdale – Infrastructure Upgrades and Improvements FY2030
Goal 1 MAA20-001 Wildlife Corridor: Highway 17 Crossing FY2030
Goal 1 & 2 MAA21-007 Bear Creek Redwoods Preserve Plan: Invasive Weed Treatment and Restoration FY2024
Goal 2 MAA21-010 Bear Creek Redwoods Landfill Characterization and Remediation FY2023
Goal 2 VP22-001 Alma Bridge Road Newt Passage FY2023
Goal 2 VP22-002 Alma Bridge Road Wildlife Passage FY2026
Goal 2 Supporting Agricultural Policy FY2023
Goal 2 Supporting Drought Response and Resiliency Plan FY2024
Goal 2 & 3 Supporting Water Quality Monitoring Program FY2024
For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in
Section 3.
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Indicator FY21 Target FY21 Actuals FY22 Target FY23 Target
Goal 1 Proportion of special status species managed:
enhance habitat for a majority of rare,
threatened, or endangered plant and animal
species found on Midpen lands.
70%61%70%70%
Goal 1 Acres managed: enhance environmental quality
by treating Midpen lands for invasive weeds,
restoring degraded sites, and managing wildland
fire fuels.
70% of
Acreage
Specific in
Annual IPM
Plan
41% of
Acreage
Specific in
Annual IPM
Plan
70% of
Acreage
Specific in
Annual IPM
Plan
70% of
Acreage
Specific in
Annual IPM
Plan
Budget
Midpen Budget by
Expenditure Category
FY21
Actuals
FY22
Adopted
Budget
FY23
Proposed
Budget
$ Change
from FY22
Adopted
Budget
% Change
from FY22
Adopted
Budget
Natural Resources
Salaries and Benefits $1,656,117 $1,778,648 $2,026,373 $247,725 14%
Less: MAA Reimbursable Staff Costs (13,752)(91,919)(77,573)14,346 - 16%
Net Salaries and Benefits 1,642,356 1,686,729 1,948,800 262,071 16%
Services and Supplies 2,011,441 3,275,223 3,217,194 (58,029)- 2%
Total Operating Expenditures 3,653,806 4,961,952 5,165,994 204,042 4%
General Fund Capital 48,559 161,000 155,000 (6,000)- 4%
Measure AA Capital 785,080 1,316,919 1,924,073 607,154 46%
Total Capital Expenditures 833,639 1,477,919 2,079,073 601,154 41%
Total Natural Resources Expenditures $4,487,445 $6,439,871 $7,245,067 $805,196 13%
Note: Salaries and Benefits increase includes the addition of a Resource Management Specialist I/II and lower
MAA Reimbursable labor expected next year. Measure AA Capital contains several large projects, including
Wildlife Corridor: Highway 17 Crossing, Purisima-to-the-Sea Habitat Enhancement, and Bear Creek Redwoods-
Alma College Cultural Landscape Rehabilitation.
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Cloverdale Ranch Space Preserve (Midpen)
Planning Department
M I S S I O N S TAT E M E N T
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.
C O R E F U N C T I O N S——————————————————————————––––––––––––——————————————————————————————
Oversee and manage projects for public access, staff facilities and stewardship of cultural and historic
resources through scoping, feasibility, programming early design, and land use permitting.——————————————————————————––––––––––––——————————————————————————————Provide ongoing planning support during final design, permitting and project construction.——————————————————————————––––––––––––——————————————————————————————
Develop and maintain current and long-range use and management plans, policies and procedures for Preserves.——————————————————————————––––––––––––——————————————————————————————
Comply with all applicable federal, state, and local codes and regulations, and permitting requirements for
project planning and early design (e.g., California Environmental Quality Act, American for Disabilities Act,
National Preservation Act, etc.).——————————————————————————––––––––––––——————————————————————————————
Support Grants Program in seeking partnership opportunities, new grant and other funding sources to further
Midpen’s mission, Vision Plan, Strategic Plan goals and leverage Measure AA funding.——————————————————————————––––––––––––——————————————————————————————
Participate in long-term, multi-year regional planning and coordination efforts (e.g., San Francisco Bay Trail,
Bay Area Ridge Trail, Juan Bautista de Anza National Historic Trail, etc.) for a regionally integrated approach
to open space preservation and public access.——————————————————————————––––––––––––——————————————————————————————
Engage the public and partner agencies in Midpen’s planning activities.——————————————————————————––––––––––––——————————————————————————————
Plan and design signage for preserves and trails.——————————————————————————––––––––––––——————————————————————————————Review external planning activities and projects that may affect Midpen’s interests.——————————————————————————––––––––––––——————————————————————————————
Comply and document long-term mitigation and monitoring requirements for public access projects.——————————————————————————––––––––––––——————————————————————————————
Provide accessibility review of new public access improvement plans.——————————————————————————––––––––––––——————————————————————————————
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Staffing Levels
Position FY19
Amended
FTE
FY20
Adopted
FTE
FY21
Adopted
FTE
FY22
Adopted
FTE
FY23
Proposed
FTE
Change
from FY22
Modified
Administrative Assistant*1 1 1 1 1 0
Planner I/II 4 4 4 4 4 0
Planner III 3 3 2 2 2 0
Planning Manager 1 1 1 1 1 0
Senior Planner 2 2 3 3 3 0
Total FTE 11 11 11 11**11**0
*Administrative Assistant is shared with Engineering and Construction but budgeted within the Planning Department.
**Not included in the FTE count are 2 Planning Interns.
Planning aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through:
——————————————————————————––––––––––––——————————————————————————————Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––——————————————————————————————
Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————––––––––––––——————————————————————————————
Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––——————————————————————————————
Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––——————————————————————————————
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Planning Manager
Administrative
Assistant
(shared with E&C)
Senior Planner
Planner III
Planning
Intern
Planning
Intern
Planner IPlanner II
Planner II
Senior Planner
Planner II
Planner III
Senior Planner
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 3 31903 Hwy 35 Multi-use Trail Crossing and Parking – Phase I Feasibility Study and Phase II
Concept Design
FY2025
Goal 3 31904 Purisima Preserve Multimodal Access Study FY2023
Goal 2 & 3 31905 Basic Policies for the Coastal Annexation Area FY2025
Goal 3 31907 Johnston Ranch Loop Trail and Parking Area FY2026
Goal 3 31908 Long Ridge Parking – Feasibility Study FY2026
Goal 4 35006 Kennedy Trailhead Parking Area Improvement FY2027
Goal 1 & 3 MAA03-005 Purisima-to-the-Sea Trail and Parking Area – Phase I Feasibility Study FY2023
Goal 1 & 3 MAA03-008 Purisima-to-the-Sea Comprehensive Use and Management Plan FY2024
Goal 1 & 3 MAA06-002 Hawthorns Area Plan FY2026
Goal 1 & 3 MAA07-013 La Honda Event Center Area Plan FY2027
Goal 1 & 3 MAA20-002 Bay Area Ridge Trail: Highway 17 Crossing FY2026
Goal 3 VP05-002 La Honda Creek Parking and Trailhead Access – Feasibility Study FY2027
Goal 3 VP21-005 Bear Creek Redwoods North Parking Area FY2029
Goal 4 Supporting Historic Resources Procedural Guide/Library FY2024
Goal 3 Supporting Regional Trails and Active Transportation/Access to Open Space Planning and
Coordination
FY2025
Goal 3 Supporting Trail Information System FY2025
Goal 3 Supporting Trail Junction Numbering System FY2024
For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in
Section 3.
Performance Metrics
Strategic
Plan Linkage
Indicator FY21 Target FY21 Actuals FY22 Target FY23 Target
Goal 1 Number of projects leveraged with partnerships 90% of annual
target
(Target 3
projects)
100%
(6 projects)
90% of annual
target
(Target
3 projects)
90% of annual
target
(Target
3 projects)
Goal 3 % of planning milestones completed for a project 90% of annual
target (Target 6
project
milestones)
100%
(6 milestones
met)
90% of annual
target (Target 6
project
milestones)
90% of annual
target (Target 6
project
milestones)
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Midpen Budget by
Expenditure Category
FY21
Actuals
FY22
Adopted
Budget
FY23
Proposed
Budget
$ Change
from FY22
Adopted
Budget
% Change
from FY22
Adopted
Budget
Planning
Salaries and Benefits $1,491,760 $1,727,229 $1,844,472 $117,243 7%
Less: MAA Reimbursable Staff (79,937)(75,645)(92,599)(16,954)22%
Net Salaries and Benefits 1,411,823 1,651,584 1,751,873 100,289 6%
Services and Supplies 40,252 674,783 374,714 (300,069)- 44%
Total Operating Expenditures 1,452,075 2,326,367 2,126,587 (199,780)- 9%
Hawthorns Capital 0 0 0 0 0%
Total Hawthorns Expenditures 0 0 0 0 0%
General Fund Capital 12,415 33,000 0 (33,000)- 100%
Measure AA Capital 1,038,881 1,021,645 916,099 (105,546)- 13%
Total Capital Expenditures 1,051,296 1,054,645 916,099 (138,546)- 13%
Total Planning Expenditures $2,503,371 $3,381,012 $3,042,686 ($338,326)- 10%
Note: General Fund Operating budget decrease due to moving the Rancho San Antonio Multimodal Access–
Implementation (non-MAA eligible) project to the General Manager’s Office and lower budget to complete the La
Honda Creek Parking and Trailhead Access–Phase I Feasibility Study project (additional budget is expected in
FY24 to move feasibility study elements into design and environmental review). General Fund Capital decrease due
to replacing the Kennedy Restroom Replacement project with Kennedy Trailhead Parking Area Improvement project
which will start in FY24.
Purisima Creek Redwoods Open Space Preserve (Charlotte Lungren)
Public Affairs Department
M I S S I O N S TAT E M E N T
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.
C O R E F U N C T I O N S——————————————————————————––––––––––––——————————————————————————————
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 FY19
Amended
FTE
FY20
Adopted
FTE
FY21
Adopted
FTE
FY22
Adopted
FTE
FY23
Proposed
FTE
Change
from FY22
Modified
Administrative Assistant 1 1 1 1 1 0
Governmental Affairs Specialist 1 1 1 1 1 0
Public Affairs Manager 1 1 1 1 1 0
Public Affairs Specialist I/II 3 5 4 4 4 0
Total FTE 6*8 7 7*7**0
*Not included in the FTE count is 1 Public Affairs Intern and 1 limited term Public Affairs Specialist.
**Not included in the FTE count are 2 Public Affairs Interns and 1 limited term Public Affairs Specialist.
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Manager
Public Affairs
Specialist II
Government
Affairs Specialist
Public Affairs
Specialist II
Public Affairs
Specialist II
Public Affairs
Specialist II
Public Affairs
Intern
Public Affairs
Specialist II
Public Affairs
Intern
Administrative
Assistant
Public Affairs aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through:
——————————————————————————––––––––––––——————————————————————————————Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––——————————————————————————————
Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————––––––––––––——————————————————————————————
Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––——————————————————————————————
Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––——————————————————————————————
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 2 & 3 40013 50th Anniversary Public Events and Activities FY2023
Goal 3 & 4 Supporting Customer Relationship Management (CRM)FY2023
Goal 1 & 4 Supporting Design-Build Legislation FY2023
Goal 2 & 3 Supporting Good Neighbor Policy Update FY2023
For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in
Section 3.
Performance Metrics
Strategic
Plan Linkage
Indicator FY21 Target FY21 Actuals FY22 Target FY23 Target
Goal 3 Total reach of Midpen communications channel
outreach
N/A 3,660,000 2 million 2.5 million
Goal 3 Percentage of ideas pitched to media that
become stories
N/A 69%51%51%
Goal 3 Percent of information requests/complaints
answered within two business days
90%95%90%90%
Goal 1 & 4 Percentage of governmental agency partners
engaged
N/A 71%80%67%*
*Note: The percentage drop reflects the fact that there are more opportunities in FY23 for engagement and outreach, as well as the frequency of engagement for cities is
adjusted compared to prior years. In FY23, along with our previous annual contacts, the list of governmental agency partners and individuals also includes prospective
elected official candidates in key districts, and new state and federal delegation members as a result of redistricting. As a result, although the total count for engagement will
increase, the percentage of all individuals and agencies contacted will go down.
Budget
Midpen Budget by
Expenditure Category
FY21
Actuals
FY22
Adopted
Budget
FY23
Proposed
Budget
$ Change
from FY22
Adopted
Budget
% Change
from FY22
Adopted
Budget
Public Affairs
Salaries and Benefits $1,003,523 $1,191,021 $1,272,581 $81,560 7%
Services and Supplies 449,198 1,204,292 912,730 (291,562)- 24%
Total Operating Expenditures 1,452,721 2,395,313 2,185,311 (210,002)- 9%
Total Public Affairs Expenditures $1,452,721 $2,395,313 $2,185,311 ($210,002)- 9%
Note: Salaries and Benefits increase reflects an additional intern. Services and Supplies decrease is due to the
winding down of Midpen’s 50th Anniversary Public Events and Activities project.
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Real Property Department
M I S S I O N S TAT E M E N T
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.
C O R E F U N C T I O N S——————————————————————————––––––––––––——————————————————————————————
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
Russian Ridge Open Space Preserve (Katie Nelson)
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Manager
Senior Real
Property Agent Planner III
Real Property
Specialist I/II
Administrative
Assistant (shared
with Natural
Resources)
Staffing Levels
Position FY19
Amended
FTE
FY20
Adopted
FTE
FY21
Adopted
FTE
FY22
Adopted
FTE
FY23
Proposed
FTE
Change
from FY22
Modified
Administrative Assistant*1 1 1 1 1 0
Planner III 1 1 1 1 1 0
Real Property Manager 1 1 1 1 1 0
Real Property Specialist I/II 1 1 1 1 1 0
Senior Real Property Agent 1 1 1 1 1 0
Total FTE 5 5 5 5 5 0
*Administrative Assistant is shared with Natural Resources but budgeted within the Real Property Department.
Real Property aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through:
——————————————————————————––––––––––––——————————————————————————————
Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––——————————————————————————————Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————––––––––––––——————————————————————————————
Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––——————————————————————————————
Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––——————————————————————————————
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 1 & 3 20125 Cal-Water Land Exchange, Teague Hill Preserve FY2025
Goal 1 & 2 MAA01-005 Johnston Ranch Land Acquisition FY2023
Goal 1 & 3 MAA03-006 South Cowell Upland Land Conservation FY2023
Goal 1 VP06-002 El Mirador Land Conservation FY2025
Goal 1 VP08-001 Upper San Gregorio Land Conservation FY2023
Goal 1 VP08-002 Upper Alpine Creek Land Conservation FY2025
Goal 1 VP10-003 Transfer of Upper Alpine Road from San Mateo County FY2025
Goal 1 & 2 VP13-001 Cloverdale Ranch Land Opportunity FY2024
Goal 1 VP14-001 California Riding & Hiking Trails FY2023
Goal 1 & 2 VP15-001 Redwood Forest Land Opportunity FY2024
Goal 1 VP15-005 Upper Oil Creek Redwood Land Conservation FY2025
Goal 1 VP22-003 San Jose Water Company Lands FY2023
Goal 1 VP23-004 Mt. Umunhum Land Conservation FY2025
Goal 1 & 3 VP24-002 Valley Water Exchange Agreement at Rancho de Guadalupe Area of Sierra Azul Preserve FY2025
Goal 1 & 2 VP25-001 Sierra Azul Loma Prieta Land Conservation FY2025
Goal 1 & 2 VP39-001 Lower San Gregorio Creek Watershed Land Conservation FY2023
Goal 1 & 3 N/A Districtwide purchase options and low-value Land Fund Ongoing
Goal 1 & 4 Supporting Land Conservation Guidance Document FY2023
For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in
Section 3.
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Performance Metrics
Strategic
Plan Linkage
Indicator FY21 Target FY21 Actuals FY22 Target FY23 Target
Goal 1 Land Conservation N/A 686.02 686 5,105
Goal 1 Total number of acres
protected (preserved)
N/A 65,153 65,839 70,944
Goal 2 Land Conservation
Connectivity
N/A Advanced the Purisima-
to-the-Sea regional trail
project, made strides
towards filling in gaps
in the Bay Area Ridge
Trail at El Sereno OSP
to Sanborn County
Park, and got closer to
obtaining all property
rights needed for the
future Mt. Umunhum-to-
the-Sea trail
N/A N/A
Goal 1 Coastal Service Plan – 15
Year Land Acquisitions
100%12,021 100%100%
Fremont Older Open Space Preserve (Kevin Neilson)
220 Section 4 • Budget and Action Plan FY23
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Budget
Midpen Budget by
Expenditure Category
FY21
Actuals
FY22
Adopted
Budget
FY23
Proposed
Budget
$ Change
from FY22
Adopted
Budget
% Change
from FY22
Adopted
Budget
Real Property
Salaries and Benefits $750,857 $810,192 $817,642 $7,450 1%
Services and Supplies 61,568 99,324 51,633 (47,691)- 48%
Total Operating Expenditures 812,425 909,516 869,275 (40,247)- 4%
General Fund Capital 81,853 634,000 561,000 (73,000)- 12%
Measure AA Capital 7,630,027 124,250 90,000 (34,250)- 28%
Total Capital Expenditures 7,711,880 758,250 651,000 (107,250)- 14%
Total Real Property Expenditures $8,524,305 $1,667,766 $1,520,275 ($147,491)- 9%
Note: Services and Supplies decrease is due to reassessing the operating budget to be more in line with historical
spending trends. General Fund Capital includes multiple Vision Plan projects and land acquisition opportunities
along with a $200,000 reduction in purchase options and low-value land fund budget.
Picchetti Ranch Open Space Preserve (Tom Cochrane)
221Section 4 • Budget and Action Plan FY23
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Visitor Services Department
M I S S I O N S TAT E M E N T
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.
C O R E F U N C T I O N S——————————————————————————––––––––––––——————————————————————————————
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
222 Section 4 • Budget and Action Plan FY23
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Visitor Services Manager
and Chief Ranger
Management
Analyst II
Administrative
Assistant
Program
Coordinator
Foothill Area
Superintendent
Supervising
Rangers
Lead Rangers
Rangers
Ranger Aides
Seasonal
Rangers and
Ranger Aides
Skyline Area
Superintendent
Supervising
Rangers
Lead Rangers
Rangers
Ranger Aides
Seasonal
Rangers and
Ranger Aides
Volunteer
Program
Manager
Volunteer
Program
Leads
Interpretation
and Education
Program Manager
Environmental
Education
Specialist
Interpretation
Specialist
Staffing Levels
Position FY19
Amended
FTE
FY20
Adopted
FTE
FY21
Adopted
FTE
FY22
Adopted
FTE
FY23
Proposed
FTE
Change
from FY22
Modified
Administrative Assistant 1 1 1 1 1 0
Area Superintendents 2 2 2 2 2 0
Interpretation & Education Program Manager
(formerly Docent Program Manager)
1 1 1 1 1 0
Program Coordinator (formerly Docent Program
Coordinator)
1 1 1 1 1 0
Environmental Education Specialist 1 1 1 1 1 0
Interpretive Specialist 0 1 1 1 1 0
Lead Ranger 5 5 5 5 5 0
Ranger 19 19 19 21 23 2
Seasonal Ranger 0.95 0.95 0.95 0.95 0.95 0
Seasonal Ranger Aide 0.95 0.95 0.95 0.95 0.95 0
Supervising Ranger 5 5 5 5 5 0
Management Analyst I/II 1 1 1 1 1 0
Visitor Services Manager / Chief Ranger 1 1 1 1 1 0
Volunteer Program Manager 1 1 1 1 1 0
Volunteer Program Lead 2 2 2 2 2 0
Total FTE 41.9 42.9*42.9*43.9*45.9 2
*Not included in the FTE count is 1 Visitor Services Intern.
Visitor Services aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through:
——————————————————————————––––––––––––——————————————————————————————
Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––——————————————————————————————
Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––——————————————————————————————
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 4 65407 Radio System Assessment and Upgrade FY2023
For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in
Section 3.
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Performance Metrics
Strategic
Plan Linkage
Indicator FY21 Target FY21 Actuals FY22 Target FY23 Target
Goal 3 Annual number of Nature Center visitors 3,500 0 3,000 3,500
Goal 3 Number of permits issued 3,700 2,574 3,500 3,500
Goal 3 Number of stewardship volunteer hours 17,500 7,450 12,000 10,000
Goal 3 Number of interpretation and education
docent hours
5,000 0 4,000 4,500
Budget
Midpen Budget by
Expenditure Category
FY21
Actuals
FY22
Adopted
Budget
FY23
Proposed
Budget
$ Change
from FY22
Adopted
Budget
% Change
from FY22
Adopted
Budget
Visitor Services
Salaries and Benefits $5,283,802 $6,123,818 $6,511,644 $387,826 6%
Services and Supplies 582,706 667,440 719,093 51,653 8%
Total Operating Expenditures 5,866,507 6,791,258 7,230,737 439,479 6%
General Fund Capital 0 1,178,212 1,445,000 266,788 23%
Total Operating Expenditures 0 1,178,212 1,445,000 266,788 23%
Total Visitor Services Expenditures $5,866,507 $7,969,470 $8,675,737 $706,267 9%
Note: Salaries and benefits includes the addition of 2 FTEs—regular Ranger and Ranger (Overfill). General Fund
Capital includes the final year of Radio System Assessment and Upgrade project.
El Sereno Open Space Preserve (Liz Caruana)
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Purisima Creek Ranch Open Space Preserve (Ruby Linker)225Section 4 • Budget and Action Plan FY23
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Vision Plan Actions Overview
# V I S I O N P L A N A C T I O N——————————————————————————––––––––––––————————————————————————————————
01 Miramontes Ridge: Gateway to the San Mateo Coast Public Access, Stream Restoration, and Agriculture
Enhancement Projects——————————————————————————––––––––––––————————————————————————————————
02 Regional: Bayfront Habitat Protection and Public Access Partnerships——————————————————————————––––––––––––————————————————————————————————
03 Purisima Creek Redwoods: Purisima-to-Sea Trail Completion, Watershed Protection, and Conservation
Grazing Projects——————————————————————————––––––––––––————————————————————————————————
04 El Corte de Madera Creek: Bike Trail and Water Quality Projects——————————————————————————––––––––––––————————————————————————————————
05 La Honda Creek: Upper Area Recreation, Habitat Restoration, and Conservation Grazing Projects——————————————————————————––––––––––––————————————————————————————————
06 Windy Hill: Trail Improvements, Preservation, and Hawthorns Area Historic Partnership——————————————————————————––––––––––––————————————————————————————————
07 La Honda Creek: Driscoll Ranch Area Public Access, Endangered Wildlife Protection, and Conservation
Grazing Projects——————————————————————————––––––––––––————————————————————————————————
08 La Honda Creek/Russian Ridge: Preservation of Upper San Gregorio Watershed and Ridge Trail Completion——————————————————————————––––––––––––————————————————————————————————
09 Russian Ridge: Public Recreation, Grazing, and Wildlife Protection Projects——————————————————————————––––––––––––————————————————————————————————
10 Coal Creek: Reopen Alpine Road for Trail Use——————————————————————————––––––––––––————————————————————————————————
11 Rancho San Antonio: Interpretive Improvements, Refurbishing, and Transit Solutions——————————————————————————––––––––––––————————————————————————————————
12 Peninsula and South Bay Cities: Partner to Complete Middle Stevens Creek Trail——————————————————————————––––––––––––————————————————————————————————
13 Cloverdale Ranch: Wildlife Protection, Grazing, and Trail Connections——————————————————————————––––––––––––————————————————————————————————
14 Regional: Trail Connections and Campgrounds——————————————————————————––––––––––––————————————————————————————————
15 Regional: Redwood Protection and Salmon Fishery Conservation——————————————————————————––––––––––––————————————————————————————————
16 Long Ridge: Trail, Conservation, and Habitat Restoration Projects——————————————————————————––––––––––––————————————————————————————————
17 Regional: Complete Upper Stevens Creek Trail——————————————————————————––––––––––––————————————————————————————————
18 South Bay Foothills: Saratoga-to-Sea Trail and Wildlife Corridor——————————————————————————––––––––––––————————————————————————————————
19 El Sereno: Dog Trails and Connections——————————————————————————––––––––––––————————————————————————————————
20 South Bay Foothills: Wildlife Passage and Ridge Trail Improvements——————————————————————————––––––––––––————————————————————————————————
21 Bear Creek Redwoods: Public Recreation and Interpretive Projects——————————————————————————––––––––––––————————————————————————————————
22 Sierra Azul: Cathedral Oaks Public Access and Conservation Projects——————————————————————————––––––––––––————————————————————————————————
23 Sierra Azul: Mount Umunhum Public Access and Interpretation Projects——————————————————————————––––––––––––————————————————————————————————
24 Sierra Azul: Rancho de Guadalupe Family Recreation and Interpretive Projects——————————————————————————––––––––––––————————————————————————————————
25 Sierra Azul: Loma Prieta Area Public Access, Regional Trails, and Habitat Projects——————————————————————————––––––––––––————————————————————————————————
226 Vision Plan Actions Overview • Budget and Action Plan FY23
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26 Pulgas Ridge: Regional and Neighborhood Trail Extensions——————————————————————————––––––––––––————————————————————————————————
27 Miramontes Ridge/Purisima Creek Redwoods: Coastside Environmental Education Partnerships——————————————————————————––––––––––––————————————————————————————————
28 Miramontes Ridge/Purisima Creek Redwoods: Mills Creek /Arroyo Leon Watershed Protection, Stream
Restoration, and Regional Trail Connections——————————————————————————––––––––––––————————————————————————————————
29 Regional: Advocate to Protect Coastal Vistas of North San Mateo County Coast——————————————————————————––––––––––––————————————————————————————————
30 Regional: Support California Coastal Trail——————————————————————————––––––––––––————————————————————————————————
31 Miramontes Ridge/Purisima Creek Redwoods: Fire Management and Risk Reduction——————————————————————————––––––––––––————————————————————————————————
32 Tunitas Creek: Additional Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––————————————————————————————————
33 Purisima Creek Redwoods: Parking and Repair Projects——————————————————————————––––––––––––————————————————————————————————
34 Teague Hill: West Union Creek Watershed Restoration Partnership——————————————————————————––––––––––––————————————————————————————————
35 Peninsula and South Bay Cities: Major Roadway Signage——————————————————————————––––––––––––————————————————————————————————
36 Regional: Collaborate to Restore San Francisquito Creek Fish Habitat——————————————————————————––––––––––––————————————————————————————————
37 Peninsula and South Bay Cities: San Francisquito Creek Restoration Partnership——————————————————————————––––––––––––————————————————————————————————
38 Ravenswood: Cooley Landing Nature Center Partnership——————————————————————————––––––––––––————————————————————————————————
39 La Honda Creek/El Corte de Madera Creek: San Gregorio Watershed and Agriculture Preservation Projects——————————————————————————––––––––––––————————————————————————————————
40 Regional: San Andreas Fault Interpretive Trail Program——————————————————————————––––––––––––————————————————————————————————
41 Rancho San Antonio: Hidden Villa Access and Preservation Projects——————————————————————————––––––––––––————————————————————————————————
42 Regional: Advocate to Protect Coastal Vistas of South San Mateo County Coast——————————————————————————––––––––––––————————————————————————————————
43 Lower Pomponio Creek: Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––————————————————————————————————
44 Lower Pescadero Creek: Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––————————————————————————————————
45 Skyline Subregion: Fire Management and Forest Restoration Projects——————————————————————————––––––––––––————————————————————————————————
46 Skyline Ridge: Education Facilities, Trails, and Wildlife Conservation Projects——————————————————————————––––––––––––————————————————————————————————
47 Monte Bello: Campfire Talks and Habitat Projects——————————————————————————––––––––––––————————————————————————————————
48 Gazos Creek Watershed: Redwood Preservation, Long-distance Trails, Fish Habitat Improvements——————————————————————————––––––––––––————————————————————————————————
49 Saratoga Gap: Stevens Canyon Ranch Family Food Education Projects——————————————————————————––––––––––––————————————————————————————————
50 Picchetti Ranch: Family Nature Play Program——————————————————————————––––––––––––————————————————————————————————
51 Fremont Older: Historic Woodhills Restoration and Overall Parking Improvements——————————————————————————––––––––––––————————————————————————————————
52 Peninsula and South Bay Cities: Los Gatos Creek Trail Connections——————————————————————————––––––––––––————————————————————————————————
53 Sierra Azul: Expand Access in the Kennedy-Limekiln Area——————————————————————————––––––––––––————————————————————————————————
54 Sierra Azul: Fire Management——————————————————————————––––––––––––————————————————————————————————
227Vision Plan Actions Overview • Budget and Action Plan FY23
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Glossary
T E R M D E S C R I P T I O N——————————————————————————––––––––––––————————————————————————————————
Accrual An expense which is outstanding at the end of a financial period and which needs
to be included in the accounting results for the period.——————————————————————————––––––––––––————————————————————————————————
ACOE U.S. Army Corps of Engineers——————————————————————————––––––––––––————————————————————————————————
Action Plan The work plan that includes all of the projects and key initiatives that Midpen pursues.——————————————————————————––––––––––––————————————————————————————————
ADA Americans with Disabilities Act——————————————————————————––––––––––––————————————————————————————————
Adopted Budget The adopted budget is Midpen’s annual fiscal plan, which is approved by the
board of directors. The adopted budget establishes the legal authority for the
expenditure of funds, as created by the appropriation resolution. The adopted
budget includes all reserves, transfers, allocations, supplemental appropriations
and other legally authorized legislative and executive changes.——————————————————————————––––––––––––————————————————————————————————
AGM Assistant General Manager——————————————————————————––––––––––––————————————————————————————————
Americans with Disabilities Act The ADA is a civil rights law that prohibits discrimination against individuals with
disabilities in all areas of public life, including all public and private places that
are open to the general public.——————————————————————————––––––––––––————————————————————————————————
Annual Report Comprehensive Annual Financial Report——————————————————————————––––––––––––————————————————————————————————
AO Administrative Office (Midpen headquarters)——————————————————————————––––––––––––————————————————————————————————
AP Accounts Payable——————————————————————————––––––––––––————————————————————————————————
Appropriation A legal authorization granted by the board of directors to make expenditures and
to incur obligations for specific purposes. An appropriation usually is limited in
amount and to the time in which it may be expended.——————————————————————————––––––––––––————————————————————————————————
Audit An official examination and verification of accounts and records, especially of
financial accounts.——————————————————————————––––––––––––————————————————————————————————
Balanced Budget A budget in which expenses do not exceed revenues. Specifically, resources,
including estimated revenue and other sources such as bond proceeds, transfers
in and approved fund balances/net assets, meet or exceed uses, including
appropriations and transfers out.——————————————————————————––––––––––––————————————————————————————————
Basis of Accounting Basis of accounting refers to when revenues and expenditures are recognized in
the accounts and reported in the financial statements. Government-wide financial
statements are prepared using the modified accrual basis of accounting. Budgets
are developed using the cash-basis of accounting.——————————————————————————––––––––––––————————————————————————————————
BCR Bear Creek Redwoods (Preserve)——————————————————————————––––––––––––————————————————————————————————
Bond A fixed income instrument that represents a loan made by an investor to a borrower.——————————————————————————––––––––––––————————————————————————————————
Budget The plan of expenditures and revenues for a specific period of time.——————————————————————————––––––––––––————————————————————————————————
Budget Categories Midpen’s budget is divided into five budget categories: Salaries and Benefits,
Services and Supplies, Land and Associated Costs, Capital and Fixed Assets (non-
land purchases), and Debt Service.——————————————————————————––––––––––––————————————————————————————————
California Environmental California law (California Public Resources Code section 21000 et seq.)
Quality Act that requires development projects to submit documentation of their potential
environmental impact.——————————————————————————––––––––––––————————————————————————————————
228 Glossary • Budget and Action Plan FY23
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T E R M D E S C R I P T I O N——————————————————————————––––––––––––————————————————————————————————
CalPERS California Public Employee Retirement System——————————————————————————––––––––––––————————————————————————————————
CAPEX Capital expenditures——————————————————————————––––––––––––————————————————————————————————
Capital Budget Expenditures that are used to improve Midpen’s infrastructure and assets of the
District.——————————————————————————––––––––––––————————————————————————————————
Capital Improvement Midpen’s Capital Improvement Program and Action Plan for project and program
and Action Plan delivery——————————————————————————––––––––––––————————————————————————————————
Capital Improvement Program A multiyear plan for capital expenditures, with details on anticipated annual
expenditures and information about the resources estimated to be available to
finance the projected expenditures.——————————————————————————––––––––––––————————————————————————————————
Capitalized Expenditures Expenditures resulting in the acquisition and/or construction of fixed assets, such
as land, land improvements, infrastructure and equipment.——————————————————————————––––––––––––————————————————————————————————
Cash basis Cash basis is a method of recording accounting transactions for revenue and
expenses only when the corresponding cash is received, or payments are made.——————————————————————————––––––––––––————————————————————————————————
CDFW California Department of Fish and Wildlife——————————————————————————––––––––––––————————————————————————————————
CEQA California Environmental Quality Act——————————————————————————––––––––––––————————————————————————————————
CFO Chief Financial Officer——————————————————————————––––––––––––————————————————————————————————
CIAP Capital Improvement and Action Plan——————————————————————————––––––––––––————————————————————————————————
CIP Capital Improvement Program/Project——————————————————————————––––––––––––————————————————————————————————
Debt Service Debt service is the payment of the principal and interest on an obligation resulting
from the issuance of bonds and/or promissory notes.——————————————————————————––––––––––––————————————————————————————————
Debt Service Fund A fund that accounts for accumulation of resources to be used for debt
service payments, as well as principal and interest payments and associated
administrative costs.——————————————————————————––––––––––––————————————————————————————————
Deficit The result of an excess of expenditures over resources.——————————————————————————––––––––––––————————————————————————————————
Designation of Fund Balance Unreserved fund balance may be designated by Midpen to be set aside for a
specific purpose. The designation indicates that a portion of fund equity is not
available for current appropriation, as it has been set aside to comply with
Midpen’s plan for future uses.——————————————————————————––––––––––––————————————————————————————————
Design-Build Design-build is a method of project delivery in which one entity–the design-build
team–works under a single contract with the project owner to provide design and
construction services.——————————————————————————––––––––––––————————————————————————————————
District Generally refers to the geographic boundaries of the Midpeninsula Regional Open
Space District.——————————————————————————––––––––––––————————————————————————————————
E&C Engineering and Construction (Department)——————————————————————————––––––––––––————————————————————————————————
eDNA Environmental DNA——————————————————————————––––––––––––————————————————————————————————
EIR Environmental Impact Report——————————————————————————––––––––––––————————————————————————————————
EIS Environmental Impact Statement——————————————————————————––––––––––––————————————————————————————————
Encumbrances Commitments for unperformed contracts for goods and services.——————————————————————————––––––––––––————————————————————————————————
229Glossary • Budget and Action Plan FY23
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T E R M D E S C R I P T I O N——————————————————————————––––––––––––————————————————————————————————
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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T E R M D E S C R I P T I O N——————————————————————————––––––––––––————————————————————————————————
Generally Accepted Uniform standards and guidelines for financial accounting and reporting.
Accounting Principles——————————————————————————––––––––––––————————————————————————————————
GFOA Government Finance Officers Association——————————————————————————––––––––––––————————————————————————————————GHG Greenhouse gas——————————————————————————––––––––––––————————————————————————————————
GIS Geographic Information System——————————————————————————––––––––––––————————————————————————————————
GL or G/L General Ledger——————————————————————————––––––––––––————————————————————————————————
GM General Manager——————————————————————————––––––––––––————————————————————————————————GO General Obligation (bonds)——————————————————————————––––––––––––————————————————————————————————
Grants Contributions or gifts of cash or other assets to/from another government agency,
foundation or private entity, to be used for a specific purpose.——————————————————————————––––––––––––————————————————————————————————
Hawthorn Endowment This fund may only be used for expenses required to maintain the Hawthorn
property. Includes both operating and capital expenditures.——————————————————————————––––––––––––————————————————————————————————
HR Human Resources (Department)——————————————————————————––––––––––––————————————————————————————————
IST Information Systems Technology (Department)——————————————————————————––––––––––––————————————————————————————————
L&F Land and Facilities (Department)——————————————————————————––––––––––––————————————————————————————————MAA Measure AA——————————————————————————––––––––––––————————————————————————————————
Major Fund Funds whose revenues, expenditures/expenses, assets, or liabilities (excluding
extraordinary items) are at least 10 percent of corresponding totals for all
governmental or enterprise funds and at least 5 percent of the aggregate amount
for all governmental and enterprise funds.——————————————————————————––––––––––––————————————————————————————————
Measure AA Voter-approved general obligation bond to be used on improvement projects to
deliver the 25 Project Portfolios included in the bond measure.——————————————————————————––––––––––––————————————————————————————————
Midpen Midpeninsula Regional Open Space District——————————————————————————––––––––––––————————————————————————————————Modified Accrual The accrual basis of accounting is an accounting method which recognizes expenses
at the time a liability is incurred. Under the modified accrual basis of accounting,
expenditures are generally recognized in the accounting period in which the related
fund liability is incurred, but debt service expenditures are recorded only when
payment is due.——————————————————————————––––––––––––————————————————————————————————
New World System An ERP management information system with features and functionality to support
local government administration.——————————————————————————––––––––––––————————————————————————————————
NR Natural Resources (Department)——————————————————————————––––––––––––————————————————————————————————NWS New World System——————————————————————————––––––––––––————————————————————————————————
OPEB Other Post-Employment Benefits——————————————————————————––––––––––––————————————————————————————————
Operating Budget Projects costs for Salaries and Benefits, and Services and Supplies.——————————————————————————––––––––––––————————————————————————————————
OPEX Operational expenditures——————————————————————————––––––––––––————————————————————————————————OSP Open Space Preserve——————————————————————————––––––––––––————————————————————————————————
PA Public Affairs (Department)——————————————————————————––––––––––––————————————————————————————————
Peninsula Open Space Trust A private land trust supporting land conservation in San Mateo, Santa Clara and
Santa Cruz counties.——————————————————————————––––––––––––————————————————————————————————
231Glossary • Budget and Action Plan FY23
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T E R M D E S C R I P T I O N——————————————————————————––––––––––––————————————————————————————————
PL Planning (Department)——————————————————————————––––––––––––————————————————————————————————
PNR Planning and Natural Resources (Midpen project review committee)——————————————————————————––––––––––––————————————————————————————————
POST Peninsula Open Space Trust——————————————————————————––––––––––––————————————————————————————————Projected The projected amount of expenditures and/or revenues for Midpen, before the
account books have been closed for the fiscal year and a financial audit has been
conducted.——————————————————————————––––––––––––————————————————————————————————
Property Tax The tax is imposed on real property and is based on the value of the property.
It is collected by San Mateo and Santa Clara counties within Midpen’s boundary.——————————————————————————––––––––––––————————————————————————————————
Proprietary Funds Used to account for activities that are similar to activities that may be performed
by a commercial enterprise. The purpose of the proprietary fund is to provide
a service or product at a reasonable cost. Midpen’s only proprietary funds are
internal service funds.——————————————————————————––––––––––––————————————————————————————————
Reimbursements Repayments of amounts remitted on behalf of another fund or agency.——————————————————————————––––––––––––————————————————————————————————
Reserve (1) An account used to earmark a portion of fund balance to indicate that it is not
appropriate for expenditure; and (2) an account used to earmark a portion of fund
equity as legally segregated for a specific future use.——————————————————————————––––––––––––————————————————————————————————
Reserved Fund Balance The portion of fund balance that is not available to finance expenditures of the
subsequent accounting period, including items such as encumbrances, inventory,
prepaid items, and notes receivable.——————————————————————————––––––––––––————————————————————————————————Resources Total revenue, inter-departmental charges and bond proceeds budgeted for the
fiscal year.——————————————————————————––––––––––––————————————————————————————————
Revenue The amount of funds received by Midpen from taxes, fees, rental income, interest,
intergovernmental sources, and other sources during the fiscal year.——————————————————————————––––––––––––————————————————————————————————RFB Request for Bid——————————————————————————––––––––––––————————————————————————————————
RFP Request for Proposal——————————————————————————––––––––––––————————————————————————————————
RFPQ Request For Proposal Quote/Qualifications——————————————————————————––––––––––––————————————————————————————————
Risk Management Management efforts to protect Midpen from potential claims, including the
avoidance of accidental loss or minimization of consequences if loss does occur.——————————————————————————––––––––––––————————————————————————————————
RP Real Property (Department)——————————————————————————––––––––––––————————————————————————————————
RWQCB San Francisco Bay Regional Water Quality Control Board——————————————————————————––––––––––––————————————————————————————————
Sinking Fund A fund formed by periodically setting aside money for the gradual repayment of a
debt or replacement of a wasting asset.——————————————————————————––––––––––––————————————————————————————————
SOD Sudden Oak Death——————————————————————————––––––––––––————————————————————————————————
Sudden Oak Death A non-native plant disease infecting forests of many coastal California counties.
The disease is caused by the microscopic pathogen Phytophthora ramoru.——————————————————————————––––––––––––————————————————————————————————Tranche A portion of something, especially money.——————————————————————————––––––––––––————————————————————————————————
Valley Water Valley Water, formerly known as Santa Clara Valley Water District or the SCVWD——————————————————————————––––––––––––————————————————————————————————
VS Visitor Services (Department)——————————————————————————––––––––––––————————————————————————————————
YTD Year-To-Date——————————————————————————––––––––––––————————————————————————————————
232 Glossary • Budget and Action Plan FY23
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Skyline Ridge Open Space Preserve (Brian Haynes) 233Budget and Action Plan FY23
Bear Creek Redwoods Open Space Preserve (Alisha Laborico)
Midpeninsula Regional Open Space District
5050 El Camino Real
Los Altos, California 94022-1404
650-691-1200
info@openspace.org
openspace.org
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